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Lean maken van Lean Six Sigma projecten : Standaardiseren van veel voorkomende Lean Six Sigma projecten in de bouw en de implementatie van verbeterde processen

Heijden, Stefan van der (2014) Lean maken van Lean Six Sigma projecten : Standaardiseren van veel voorkomende Lean Six Sigma projecten in de bouw en de implementatie van verbeterde processen.

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Abstract:Heijmans uses Lean Six Sigma (LSS) to improve internal processes. However, the LSSbprojects and the implementation of improved processes have a longer throughput time than desired. The cause for the long throughput time of the projects is partly due to the lack of intrinsic motivation to carry out LSSbprojects. In addition to that, also the necessity to examine the required LSSbtools for every generic LSSbproject over and over again, as well as the related patterns of ignorance within the organization are responsible for the phenomenon of a too long throughput time of those projects. Regarding to the implementation phase, the longer throughput time is caused by the natural desire of employees to maintain the status quo. Project phase throughput time Regarding the reduction of the throughput time of the project phase, three templates for generic LSSbprojects have been developed. These templates include standardization and support for activities of the Green Belts during the LSSbprojects. When Green Belts uses the developed templates during the project phase, intrinsic motivation to carry out a LSSbproject will increase, which results in a reduction of the throughput time of the project phase. The validation of the templates indicates that LSSbprojects can be carried out within four months, in case that the templates are used. In addition to the development of the templates, this research also provides a link between organizational culture and LSSbproject. The Competing Value Framework (CVF) is used to define and measure the organizational culture of Heijmans Wegen and Heijmans Civiel. The four organizational cultures of the CVF are groupb, adhocracyb hierarchyb and market culture. This organizational culture measurement indicts the market culture as a prevailing culture in most regions, business units and function groups within Heijmans. Furthermore, the market culture turns out to have the most significant relations with Six Sigma improvement practices. Nevertheless, the LSSbprojects have a longer throughput time than desired. This can be explained the fact that the market culture is not measured as a dominant culture because the market culture is not significant higher as compared to the other three cultures. This research reveals that it is important to align the personal culture of the Green Belt with the organisational culture of the region, business unit or function group. With a good match between those two cultures, the throughput time of the LSSbprojects will be reduced. Furthermore, based on characteristics of the organizational cultures, a comparison between LSSbaspects and the four organizational cultures is made. This comparison shows that the type of generic LSSbproject, involvement of customers, suppliers and employees during the project, match a particular organizational culture to a greater of lesser extent. Implementation phase throughput time The implementation of the improved process within the organization is a change in the organization. Due to the natural urge of employees to maintain the status quo, “organizational culture driven resistance” against the change arises. By aligning the implementation phase and the organizational culture, the resistance to this change will be reduced. Based on the characteristics of the four organizational cultures of the CVF, guidances are defined to implement the improved processes. Those guidances are recommendations and tips which ensure alignment of the implementation phase with the organizational culture. Conclusion It can be concluded that it is possible to carry out a LSSbproject within four months in case that the developed templates will be used. In addition, the alignment of the LSSbproject phase with the organizational culture results in a reduction of the throughput time of the project phase. Furthermore, alignment of the implementation phase to the organizational culture leads to a reduction of the throughput time of the implementation phase. By using the defined guidances during the implementation, alignment of the implementation phase to the organizational culture is obtained.
Item Type:Essay (Master)
Faculty:ET: Engineering Technology
Subject:56 civil engineering
Programme:Construction Management and Engineering MSc (60337)
Link to this item:http://purl.utwente.nl/essays/65491
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