Objective:To evaluate the application value of lean management in the management of flexible endoscopes.Methods:From January to December 2023,routine management was implemented,and 200 flexible endoscopes used for exa...Objective:To evaluate the application value of lean management in the management of flexible endoscopes.Methods:From January to December 2023,routine management was implemented,and 200 flexible endoscopes used for examination and treatment were included in the control group;from January to December 2024,lean management was implemented,and 200 flexible endoscopes used for examination and treatment were included in the observation group.The average daily usage frequency,management effectiveness,and failure rate of flexible endoscopes were compared between the two groups.Results:The average daily usage frequency of flexible endoscopes in the observation group was higher than that in the control group(P<0.05);the 3S retrieval rate and spot-check qualification rate of endoscopes in the observation group were higher than those in the control group(P<0.05);the failure rate of flexible endoscopes in the observation group was lower than that in the control group(P<0.05).Conclusion:Implementing lean management during the management of flexible endoscopes can improve the efficiency of endoscope retrieval,increase the average daily usage frequency of flexible endoscopes,and reduce endoscope failures.展开更多
Surat city is continuously expanding with industrial development. Despite several flyovers, traffic congestion continues in the heart of city. Therefore, fresh transportation planning is at anvil. Simultaneously, furt...Surat city is continuously expanding with industrial development. Despite several flyovers, traffic congestion continues in the heart of city. Therefore, fresh transportation planning is at anvil. Simultaneously, further expansion plan is under consideration to create yet another, the 10th industrial zone. Purpose of this paper is to explore lean management based sustainable transport system for meeting the increasing needs of people and supply-chain. The research examines different mode of transportation like; vehicles on road, rail on the land, and steamers through the sea route to provide connectivity. This study may support the planners of the smart city. The study intends to find how lean management can be integrated to sustainable transport system meeting objectives of lean and sustainability both. Lean management system claims to be capable of eliminating all type of wastes including those associated with transport system. On the other hand, sustainable transport claims to meet the needs of people in personal economic lives, importantly respecting the need of future generations. Therefore, this applied research aims to find a lean and sustainable transport solution. This research work can be seen as descriptive type as it includes survey of location and fact finding enquiries.展开更多
In this paper, the prospect and advantages of applying prospect and advantages to the production and operation of China＇ s small and medimn-sized apparel enterprises, the main waste parts in the apparel production an...In this paper, the prospect and advantages of applying prospect and advantages to the production and operation of China＇ s small and medimn-sized apparel enterprises, the main waste parts in the apparel production and operation process are systematically analyzed, an efficient production, management, and operation model meeting the characteristics of the small and medium-sized apparel enterprises is explored according to the solutions in lean management, and also the technical transformation in the key positions is fully implemented, so that the production efficiency of the sewing workshop is improved, the bottlenecks of the backward production management way to restrict the development of enterprises are broken, the vitality of the enterprises is restored, and also significant economic and social benefits are achieved.展开更多
With the rapid economic development, the development pressure of state-owned enterprises is constantly increasing. Based on this, if state-owned enterprises want to highlight their certain competitive advantages, they...With the rapid economic development, the development pressure of state-owned enterprises is constantly increasing. Based on this, if state-owned enterprises want to highlight their certain competitive advantages, they must strengthen their own financial management. Considering that state-owned enterprises have a very important influence in the national economic development system, and due to the sustainable development of the society, the relevant technical standards of state-owned enterprises are also constantly improving. In this regard, under the background of development in the new era, state-owned enterprises must adapt to the needs of the current era background, in the aspect of financial management system, adopt more appropriate management mode to improve the specific content of financial management, so that state-owned enterprises can constantly stand firm in the development of The Times. Next, the author focuses on the specific application of financial management of state-owned enterprises under the concept of lean management for reference.展开更多
In the 21st century, with the deepening of global economic integration, market competition is becoming increasingly fierce and entering the era of low profit, many enterprises are facing difficulties. After years of r...In the 21st century, with the deepening of global economic integration, market competition is becoming increasingly fierce and entering the era of low profit, many enterprises are facing difficulties. After years of reform and development, China's state-owned enterprises have significantly improved their scale and strength. However, compared with world-class enterprises, there are still outstanding problems such as extensive management and weak competitiveness. At present, socialism with Chinese characteristics has entered a new era. China's economy has changed from a stage of high-speed growth to a stage of high-quality development. In May 2014, General Secretary Xi Jinping proposed the "new normal" for the first time during his visit to Henan. On July 17, 2015, the general secretary visited Changchun Yidong Clutch Co., Ltd. and fully affirmed the company's lean management. In order to implement the general secretary's instructions, on June 7, 2016, the SASAC proposed that "central enterprises should vigorously promote lean management to improve the quality and efficiency of development". On November 23, 2020, the SASAC once again proposed to "strengthen lean management and build a world-class enterprise", pointing out that the downward pressure of China's economy still exists and there is an urgent need to improve quality and efficiency, keep fit, achieve high-quality development and promote continuous lean management of enterprises.展开更多
For a long time, China's tobacco industry has adopted the system of monopoly and has been protected by relevant policies. Therefore, the market order is relatively stable and it is not open to the outside world. I...For a long time, China's tobacco industry has adopted the system of monopoly and has been protected by relevant policies. Therefore, the market order is relatively stable and it is not open to the outside world. In this case, each enterprise in the tobacco industry lacks the awareness of market crisis and does not pay necessary attention to the tobacco logistics field. In recent years, under the influence of the rapid social and economic development, China's tobacco industry is actively controlling the logistics cost on the basis of fully combining with the actual situation, hoping to promote the economic benefits of the entire industry. Therefore, the focus of the health work is on lean operation. The essence of lean management is to optimize each production process from the details, to promote the continuous improvement of the overall efficiency of all production processes as much as possible, so as to enable enterprises to obtain more rich economic and social benefits, and to promote the stable and healthy development of the entire tobacco industry.展开更多
In recent years, tobacco lean production infrastructure is almost full-fledged through development, and professional service scope expands accordingly. Hence, the developing emphasis has transformed from hardware faci...In recent years, tobacco lean production infrastructure is almost full-fledged through development, and professional service scope expands accordingly. Hence, the developing emphasis has transformed from hardware facilities improvement to software updating of lean management and precise work. With related documents released by China Tobacco and Guizhou Tobacco, the achievement of comprehen- sive lean management probably becomes one of the key goals for the future devel- opment of tobacco business. The construction goal of tobacco leaves lean produc- tion management system is to internalize technology, information, human resources, material and other production elements into value stream of flue-cured tobacco pro- duction, and strict control value stream of input costs and output benefits, and then create management profit, promote enterprise, core competitiveness. The lean pro- duction management is both extension and expansion of modern tobacco agriculture, closely related to agricultural standardization and GAP management, which is based on professional service training and production machinery upgrading, with team management and station working as carriers, and information feedback, key quality monitoring and benefit evaluation as assessment references.展开更多
<b>Purpose: </b>Lean Management concerns a strategy or philosophy aiming a</span><span lang="EN-US" style="font-family:;" "="">t saving resource practices and...<b>Purpose: </b>Lean Management concerns a strategy or philosophy aiming a</span><span lang="EN-US" style="font-family:;" "="">t saving resource practices and curtailment of public expenses, with ultimate objective of the enhancement of the organizational performance. By extension, the successful integration of the Lean Management leads to positive organizational results, such as higher quality, along with improved financial, environmental and business market performance. Although a lot of studies related to the effect of Lean production on the organizational performance have been conducted, empirical findings that examine the case of the public sector are absent. Additionally, there is no precise mechanism through which the Lean Management determines the organizational performance of the public utility companies. The above mentioned research gap is examined with this research, given that it investigates the influence of the Successful Lean Management on the Organizational Performance (Environmental Performance, Financial Performance, Business Performance) in public utilities in Greece. <b>Research Methodology: </b>The research method combin<span style="letter-spacing:-0.2pt;">es bibliographic research and empirical—with quantitative m</span>ethod—through a case study. More specifically, via quantitative approach, which was based on sample research with standardized questionnaire, performed in two of the biggest and most important public utilities in Greece, the Public Power Corporation S.A. (PPC S.A.) and the Athens Water Supply and Sewerage Company (EYDAP S.A). <b>Findings: </b>Quantitative findings from this illustrated that the successful transformation towards the Lean principles/saving resources affects positively the Business Market Performance, the Environmental and the Financial Performance. <b>Limitations: </b>Main restrictions of the current study are the capitalization of random sample and the strict focus on Greek public utilities that function under conditions of competition. Consequently, whichever generalizations for the whole Public Sector as well as for businesses of the private sector it would be better to be avoided, as they differ concerning their structural and functional features and their organizational culture.展开更多
<strong>Purpose: </strong>Nowadays, the worldwide economic recession has created numerous challenges in the Public Sector of Greece, which in turn affect the sustainability of public enterprises. Overall, ...<strong>Purpose: </strong>Nowadays, the worldwide economic recession has created numerous challenges in the Public Sector of Greece, which in turn affect the sustainability of public enterprises. Overall, there is a high pressure to increase productivity and reduce operating costs. The need to adapt to the new environment is pushing public organizations to implement Lean Management strategies in accordance with Private Sector standards. However, the limited budget, public deficits and debts, bureaucratic culture, political dependence and lack of transparency present several issues. These pose a serious threat to successful implementation of Lean practices in the long-run. Lack of relevant research and dichotomous role of public service organizations make this study very interesting. This research paper is aiming at exploring and highlighting the impact of the most important Critical Success Factors (CSFs) for the effective integration of Lean Management principles in Public Utility organizations in Greece by combining bibliographic research and empirical—with the quantitative method-research through case studies. <strong>Research Methodology: </strong>The research method combines bibliographic research and empirical—with the quantitative method. Quantitative method was employed on a sufficient sample of public employees from two of the largest public companies of Greece: Public Power Corporation (PPC S.A.) and Athens Water Supply and Sewerage Company (EYDAP S.A.) in order to investigate the impact of the most important CSFs on successful Lean Transformation of them. <strong>Findings:</strong> Quantitative findings from this research illustrated that the most important CSFs that have a positive impact on successful Lean Transformation on Greek public organizations/utilities are: Effective Communication, flexible Organizational Infrastructure, Customer Focus, Linking Lean to Suppliers, Business Plan and Vision, competent Change Management, Top Management Support and Commitment, Training and Education, as well as Selection of Staff. On the contrary, the existence of a bureaucratic Organizational Culture has a negative effect on successful integration of Lean Management. <strong>Limitations: </strong>Important limitations of this study are the utilization of a convenience sample and the strict focus on Greek public organizations operating in a competitive environment.展开更多
This is a brief overview of principles, views and methods, of the Kanban system for the pharmacy of a general hospital. The main goal is the reduction of stores managed by the pharmacy, as well as improvement of the m...This is a brief overview of principles, views and methods, of the Kanban system for the pharmacy of a general hospital. The main goal is the reduction of stores managed by the pharmacy, as well as improvement of the mode of operation. Solutions to problems, such as inadequate storage space, delay in serving patients or clinics and the expiration of various pharmaceutical formulations, stored for so long time, are provided. The philosophy behind the Kanban procurement system and specifically its applicability to a pharmacy underperforming in terms of efficiency, in Greece, are described. Based on the analysis of stock requirement, item stock prices and demand, it is concluded that a significant percentage of the stocked drugs can be procured using the Kanban System. Significant cost savings and operational advantages following the Kanban System will take place. The challenging endeavor is the analysis, design and application of a system that supports the proposed procurement method. Hospital pharmacies in Greece and in other countries that face an economic crisis may largely benefit after using the Kanban System. Moreover, the system is applied on a hospital pharmacy of a 250 bed Greek General Hospital estimating a monetary annual benefit about 50% lower overall cost for medicines and consumable health material.展开更多
In Democratic Republic of the Congo (DRC), the laboratory TAT is significantly very long and do not comply with either international standards or the suggestions of customers. However, there is neither a national nor ...In Democratic Republic of the Congo (DRC), the laboratory TAT is significantly very long and do not comply with either international standards or the suggestions of customers. However, there is neither a national nor a local strategy to improve the laboratory TAT. The aim of the present study is to develop practical management strategies to shorten clinical laboratory tests’ TAT. This was a qualitative study conducted in Kinshasa. Focus groups and Lean tools were used respectively to generate a wide range of views from a variety of laboratory staff and to eliminate several form of waste in the laboratory flow process. Based on the identified root causes of delay, focus groups participants reported that there is a lot of scope for the improvement of TAT in DRC. Consistent attendance and punctuality are essential. The hospital management should implement the Laboratory Information Systems (LIS) and install Middleware. Total laboratory automation, inventory system for all reagents and supplies used in the laboratory, expansion of the sampling area, sufficient number of high-power machine and a clear job description are indispensable. LIS, 3.5 mL BD vacutainer Barricor<sup>TM</sup> tube and point-of-care testing (POCT) are necessary for workflow improvement. A reduction of 312 minutes was achieved by eliminating or decreasing non-value-added activities. Applying the suggested key strategies, and particularly the new workflow process, is a basis for improving the laboratory tests’ TAT. The algorithm presented can be easily implemented in other laboratories that face this type of problem.展开更多
The business challenges of today are managing complexity and the speed of changes with processes and systems since there are continuously new requirements from market, consumers, suppliers, employees, government etc. ...The business challenges of today are managing complexity and the speed of changes with processes and systems since there are continuously new requirements from market, consumers, suppliers, employees, government etc. For example, when product and service innovations are launched on the market, the relevant processes, policies, people, systems, and technologies should have been prepared and set up in advance. Depending on the business sector, the implementation of new processes and systems as well as their continuous improvement can be easy to very complex and of course very costly. Responding to those challenges, there are several methodologies and approaches like Continuous Improvement Process, Lean Management and Kaizen etc. On the other hand, the application of these methodologies to other industries like service and technology companies is not always successful since their conditions and requirements are different than those of manufacturing organizations. Because of these reasons, the management needs to find out （new） ways of working and to implement new solutions in order to master those challenges and problems. This is not always easy and successful. There are different types of solution options that can be applied situational in every organization. Philosophy can help essentially by asking and answering critical questions in order to provide with solution options to reduce the complexity and to increase the speed of processes. There are several proven and new governance concepts, frameworks, and tools which follow their philosophies. This paper demonstrates how those challenges can be responded and managed as well as how a philosophical approach can help primarily to provide with appropriate solutions.展开更多
In the first half of this year,encountering the severe and complex market situation,the three major shipbuilding enterprises in Shanghai(Shanghai Big Three)under China State Shipbuilding Corporation(CSSC)-Jiangnan Shi...In the first half of this year,encountering the severe and complex market situation,the three major shipbuilding enterprises in Shanghai(Shanghai Big Three)under China State Shipbuilding Corporation(CSSC)-Jiangnan Shipbuilding,Hudong-Zhonghua Shipbuilding.and sws.1ook"high-quality developmen"a the main line,continued to promote deepening reform upgrading actions.crontinuously improved the level of lean managerment and value creation capability,and delivered a total of 28 ships.展开更多
CSSC Engine firmly grasps the primary task of high-quality development,puts forward implementation measures around industrial structure adjustment,international operation,technological innovation,deepening reform,bran...CSSC Engine firmly grasps the primary task of high-quality development,puts forward implementation measures around industrial structure adjustment,international operation,technological innovation,deepening reform,brand building,value creation,digital and intelligent transformation,risk prevention and control,and cadre talent team building,and promotes the"1+1+N"project of industrial transformation and upgrading and lean management in an integrated manner,strives to enhance value creation rapability,enhances core functions,and is a pioneer in the journey of building a world-class shipbuilding conglomerate.展开更多
文摘Objective:To evaluate the application value of lean management in the management of flexible endoscopes.Methods:From January to December 2023,routine management was implemented,and 200 flexible endoscopes used for examination and treatment were included in the control group;from January to December 2024,lean management was implemented,and 200 flexible endoscopes used for examination and treatment were included in the observation group.The average daily usage frequency,management effectiveness,and failure rate of flexible endoscopes were compared between the two groups.Results:The average daily usage frequency of flexible endoscopes in the observation group was higher than that in the control group(P<0.05);the 3S retrieval rate and spot-check qualification rate of endoscopes in the observation group were higher than those in the control group(P<0.05);the failure rate of flexible endoscopes in the observation group was lower than that in the control group(P<0.05).Conclusion:Implementing lean management during the management of flexible endoscopes can improve the efficiency of endoscope retrieval,increase the average daily usage frequency of flexible endoscopes,and reduce endoscope failures.
文摘Surat city is continuously expanding with industrial development. Despite several flyovers, traffic congestion continues in the heart of city. Therefore, fresh transportation planning is at anvil. Simultaneously, further expansion plan is under consideration to create yet another, the 10th industrial zone. Purpose of this paper is to explore lean management based sustainable transport system for meeting the increasing needs of people and supply-chain. The research examines different mode of transportation like; vehicles on road, rail on the land, and steamers through the sea route to provide connectivity. This study may support the planners of the smart city. The study intends to find how lean management can be integrated to sustainable transport system meeting objectives of lean and sustainability both. Lean management system claims to be capable of eliminating all type of wastes including those associated with transport system. On the other hand, sustainable transport claims to meet the needs of people in personal economic lives, importantly respecting the need of future generations. Therefore, this applied research aims to find a lean and sustainable transport solution. This research work can be seen as descriptive type as it includes survey of location and fact finding enquiries.
文摘In this paper, the prospect and advantages of applying prospect and advantages to the production and operation of China＇ s small and medimn-sized apparel enterprises, the main waste parts in the apparel production and operation process are systematically analyzed, an efficient production, management, and operation model meeting the characteristics of the small and medium-sized apparel enterprises is explored according to the solutions in lean management, and also the technical transformation in the key positions is fully implemented, so that the production efficiency of the sewing workshop is improved, the bottlenecks of the backward production management way to restrict the development of enterprises are broken, the vitality of the enterprises is restored, and also significant economic and social benefits are achieved.
文摘With the rapid economic development, the development pressure of state-owned enterprises is constantly increasing. Based on this, if state-owned enterprises want to highlight their certain competitive advantages, they must strengthen their own financial management. Considering that state-owned enterprises have a very important influence in the national economic development system, and due to the sustainable development of the society, the relevant technical standards of state-owned enterprises are also constantly improving. In this regard, under the background of development in the new era, state-owned enterprises must adapt to the needs of the current era background, in the aspect of financial management system, adopt more appropriate management mode to improve the specific content of financial management, so that state-owned enterprises can constantly stand firm in the development of The Times. Next, the author focuses on the specific application of financial management of state-owned enterprises under the concept of lean management for reference.
文摘In the 21st century, with the deepening of global economic integration, market competition is becoming increasingly fierce and entering the era of low profit, many enterprises are facing difficulties. After years of reform and development, China's state-owned enterprises have significantly improved their scale and strength. However, compared with world-class enterprises, there are still outstanding problems such as extensive management and weak competitiveness. At present, socialism with Chinese characteristics has entered a new era. China's economy has changed from a stage of high-speed growth to a stage of high-quality development. In May 2014, General Secretary Xi Jinping proposed the "new normal" for the first time during his visit to Henan. On July 17, 2015, the general secretary visited Changchun Yidong Clutch Co., Ltd. and fully affirmed the company's lean management. In order to implement the general secretary's instructions, on June 7, 2016, the SASAC proposed that "central enterprises should vigorously promote lean management to improve the quality and efficiency of development". On November 23, 2020, the SASAC once again proposed to "strengthen lean management and build a world-class enterprise", pointing out that the downward pressure of China's economy still exists and there is an urgent need to improve quality and efficiency, keep fit, achieve high-quality development and promote continuous lean management of enterprises.
文摘For a long time, China's tobacco industry has adopted the system of monopoly and has been protected by relevant policies. Therefore, the market order is relatively stable and it is not open to the outside world. In this case, each enterprise in the tobacco industry lacks the awareness of market crisis and does not pay necessary attention to the tobacco logistics field. In recent years, under the influence of the rapid social and economic development, China's tobacco industry is actively controlling the logistics cost on the basis of fully combining with the actual situation, hoping to promote the economic benefits of the entire industry. Therefore, the focus of the health work is on lean operation. The essence of lean management is to optimize each production process from the details, to promote the continuous improvement of the overall efficiency of all production processes as much as possible, so as to enable enterprises to obtain more rich economic and social benefits, and to promote the stable and healthy development of the entire tobacco industry.
文摘In recent years, tobacco lean production infrastructure is almost full-fledged through development, and professional service scope expands accordingly. Hence, the developing emphasis has transformed from hardware facilities improvement to software updating of lean management and precise work. With related documents released by China Tobacco and Guizhou Tobacco, the achievement of comprehen- sive lean management probably becomes one of the key goals for the future devel- opment of tobacco business. The construction goal of tobacco leaves lean produc- tion management system is to internalize technology, information, human resources, material and other production elements into value stream of flue-cured tobacco pro- duction, and strict control value stream of input costs and output benefits, and then create management profit, promote enterprise, core competitiveness. The lean pro- duction management is both extension and expansion of modern tobacco agriculture, closely related to agricultural standardization and GAP management, which is based on professional service training and production machinery upgrading, with team management and station working as carriers, and information feedback, key quality monitoring and benefit evaluation as assessment references.
文摘<b>Purpose: </b>Lean Management concerns a strategy or philosophy aiming a</span><span lang="EN-US" style="font-family:;" "="">t saving resource practices and curtailment of public expenses, with ultimate objective of the enhancement of the organizational performance. By extension, the successful integration of the Lean Management leads to positive organizational results, such as higher quality, along with improved financial, environmental and business market performance. Although a lot of studies related to the effect of Lean production on the organizational performance have been conducted, empirical findings that examine the case of the public sector are absent. Additionally, there is no precise mechanism through which the Lean Management determines the organizational performance of the public utility companies. The above mentioned research gap is examined with this research, given that it investigates the influence of the Successful Lean Management on the Organizational Performance (Environmental Performance, Financial Performance, Business Performance) in public utilities in Greece. <b>Research Methodology: </b>The research method combin<span style="letter-spacing:-0.2pt;">es bibliographic research and empirical—with quantitative m</span>ethod—through a case study. More specifically, via quantitative approach, which was based on sample research with standardized questionnaire, performed in two of the biggest and most important public utilities in Greece, the Public Power Corporation S.A. (PPC S.A.) and the Athens Water Supply and Sewerage Company (EYDAP S.A). <b>Findings: </b>Quantitative findings from this illustrated that the successful transformation towards the Lean principles/saving resources affects positively the Business Market Performance, the Environmental and the Financial Performance. <b>Limitations: </b>Main restrictions of the current study are the capitalization of random sample and the strict focus on Greek public utilities that function under conditions of competition. Consequently, whichever generalizations for the whole Public Sector as well as for businesses of the private sector it would be better to be avoided, as they differ concerning their structural and functional features and their organizational culture.
文摘<strong>Purpose: </strong>Nowadays, the worldwide economic recession has created numerous challenges in the Public Sector of Greece, which in turn affect the sustainability of public enterprises. Overall, there is a high pressure to increase productivity and reduce operating costs. The need to adapt to the new environment is pushing public organizations to implement Lean Management strategies in accordance with Private Sector standards. However, the limited budget, public deficits and debts, bureaucratic culture, political dependence and lack of transparency present several issues. These pose a serious threat to successful implementation of Lean practices in the long-run. Lack of relevant research and dichotomous role of public service organizations make this study very interesting. This research paper is aiming at exploring and highlighting the impact of the most important Critical Success Factors (CSFs) for the effective integration of Lean Management principles in Public Utility organizations in Greece by combining bibliographic research and empirical—with the quantitative method-research through case studies. <strong>Research Methodology: </strong>The research method combines bibliographic research and empirical—with the quantitative method. Quantitative method was employed on a sufficient sample of public employees from two of the largest public companies of Greece: Public Power Corporation (PPC S.A.) and Athens Water Supply and Sewerage Company (EYDAP S.A.) in order to investigate the impact of the most important CSFs on successful Lean Transformation of them. <strong>Findings:</strong> Quantitative findings from this research illustrated that the most important CSFs that have a positive impact on successful Lean Transformation on Greek public organizations/utilities are: Effective Communication, flexible Organizational Infrastructure, Customer Focus, Linking Lean to Suppliers, Business Plan and Vision, competent Change Management, Top Management Support and Commitment, Training and Education, as well as Selection of Staff. On the contrary, the existence of a bureaucratic Organizational Culture has a negative effect on successful integration of Lean Management. <strong>Limitations: </strong>Important limitations of this study are the utilization of a convenience sample and the strict focus on Greek public organizations operating in a competitive environment.
文摘This is a brief overview of principles, views and methods, of the Kanban system for the pharmacy of a general hospital. The main goal is the reduction of stores managed by the pharmacy, as well as improvement of the mode of operation. Solutions to problems, such as inadequate storage space, delay in serving patients or clinics and the expiration of various pharmaceutical formulations, stored for so long time, are provided. The philosophy behind the Kanban procurement system and specifically its applicability to a pharmacy underperforming in terms of efficiency, in Greece, are described. Based on the analysis of stock requirement, item stock prices and demand, it is concluded that a significant percentage of the stocked drugs can be procured using the Kanban System. Significant cost savings and operational advantages following the Kanban System will take place. The challenging endeavor is the analysis, design and application of a system that supports the proposed procurement method. Hospital pharmacies in Greece and in other countries that face an economic crisis may largely benefit after using the Kanban System. Moreover, the system is applied on a hospital pharmacy of a 250 bed Greek General Hospital estimating a monetary annual benefit about 50% lower overall cost for medicines and consumable health material.
文摘In Democratic Republic of the Congo (DRC), the laboratory TAT is significantly very long and do not comply with either international standards or the suggestions of customers. However, there is neither a national nor a local strategy to improve the laboratory TAT. The aim of the present study is to develop practical management strategies to shorten clinical laboratory tests’ TAT. This was a qualitative study conducted in Kinshasa. Focus groups and Lean tools were used respectively to generate a wide range of views from a variety of laboratory staff and to eliminate several form of waste in the laboratory flow process. Based on the identified root causes of delay, focus groups participants reported that there is a lot of scope for the improvement of TAT in DRC. Consistent attendance and punctuality are essential. The hospital management should implement the Laboratory Information Systems (LIS) and install Middleware. Total laboratory automation, inventory system for all reagents and supplies used in the laboratory, expansion of the sampling area, sufficient number of high-power machine and a clear job description are indispensable. LIS, 3.5 mL BD vacutainer Barricor<sup>TM</sup> tube and point-of-care testing (POCT) are necessary for workflow improvement. A reduction of 312 minutes was achieved by eliminating or decreasing non-value-added activities. Applying the suggested key strategies, and particularly the new workflow process, is a basis for improving the laboratory tests’ TAT. The algorithm presented can be easily implemented in other laboratories that face this type of problem.
文摘The business challenges of today are managing complexity and the speed of changes with processes and systems since there are continuously new requirements from market, consumers, suppliers, employees, government etc. For example, when product and service innovations are launched on the market, the relevant processes, policies, people, systems, and technologies should have been prepared and set up in advance. Depending on the business sector, the implementation of new processes and systems as well as their continuous improvement can be easy to very complex and of course very costly. Responding to those challenges, there are several methodologies and approaches like Continuous Improvement Process, Lean Management and Kaizen etc. On the other hand, the application of these methodologies to other industries like service and technology companies is not always successful since their conditions and requirements are different than those of manufacturing organizations. Because of these reasons, the management needs to find out （new） ways of working and to implement new solutions in order to master those challenges and problems. This is not always easy and successful. There are different types of solution options that can be applied situational in every organization. Philosophy can help essentially by asking and answering critical questions in order to provide with solution options to reduce the complexity and to increase the speed of processes. There are several proven and new governance concepts, frameworks, and tools which follow their philosophies. This paper demonstrates how those challenges can be responded and managed as well as how a philosophical approach can help primarily to provide with appropriate solutions.
文摘In the first half of this year,encountering the severe and complex market situation,the three major shipbuilding enterprises in Shanghai(Shanghai Big Three)under China State Shipbuilding Corporation(CSSC)-Jiangnan Shipbuilding,Hudong-Zhonghua Shipbuilding.and sws.1ook"high-quality developmen"a the main line,continued to promote deepening reform upgrading actions.crontinuously improved the level of lean managerment and value creation capability,and delivered a total of 28 ships.
文摘CSSC Engine firmly grasps the primary task of high-quality development,puts forward implementation measures around industrial structure adjustment,international operation,technological innovation,deepening reform,brand building,value creation,digital and intelligent transformation,risk prevention and control,and cadre talent team building,and promotes the"1+1+N"project of industrial transformation and upgrading and lean management in an integrated manner,strives to enhance value creation rapability,enhances core functions,and is a pioneer in the journey of building a world-class shipbuilding conglomerate.
