@article{johnson_mazur_chadwick_pooya_amos_mccreery_2017, title={Integrating Lean Exploration Loops Into Healthcare Facility Design: Programming Phase}, volume={10}, ISSN={["2167-5112"]}, DOI={10.1177/1937586716680063}, abstractNote={To explore what, when, and how Lean methods and tools can add value during the programming phase of design through providing additional resources and support to project leadership and the architectural design team.This case study-based research took place at one large academic hospital during design efforts of a surgical tower to house 19 operating rooms (ORs) and support spaces including pre- and postop, central processing and distribution, and materials management. Surgical services project leadership asked for support from Lean practitioners during the design process.Lean exploration loops (LELs) were conducted to generate evidence to support stakeholders, as they made important decisions about the new building design. The analyses conducted during LELs were primarily focused on the relative advantages of a large footprint with few floors or a smaller footprint with more floors and support spaces not collocated adjacent to ORs on the same floor.LELs resulted in quantifications of key operational and design features (e.g., design preferences of employees and patients, horizontal distance travel, and elevator utilization studies), which in turn complemented the architectural design process and created an opportunities to gain buy-in and consensus from stakeholders through their active participation in many of the analyses.We found Lean tools and methods to be of most value during programming phase when focused on the high-level operational and design issues to help establish buy-in and consensus among stakeholders, while acknowledging that there is often not enough design detail to perform accurate analysis.}, number={3}, journal={HERD-HEALTH ENVIRONMENTS RESEARCH & DESIGN JOURNAL}, author={Johnson, K. and Mazur, L. M. and Chadwick, J. and Pooya, P. and Amos, A. and McCreery, J.}, year={2017}, month={Apr}, pages={116–130} }
@article{mazur_mccreery_rothenberg_2012, title={Facilitating Lean Learning and Behaviors in Hospitals During the Early Stages of Lean Implementation}, volume={24}, ISSN={["2377-0643"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-84859796828&partnerID=MN8TOARS}, DOI={10.1080/10429247.2012.11431925}, abstractNote={:Recently, a number of healthcare organizations have successfully used lean to help solve their quality and cost related problems; however, there is increasing evidence that success in achieving sustainable improvements is at least partially attributable to learning and behaviors associated with lean improvement efforts. This research examines the implementation process of the lean methodology designed to drive continuous improvement in three rural hospitals, focusing on healthcare professionals involved in the effort as lean participants. Quantitative and qualitative data are collected from intervention and control groups, and factor analysis is used to assess the learning and behavioral changes of hospital frontline professionals. As a result, insights and recommendations for facilitating lean thinking and behaviors during the first years of lean program implementation are provided.}, number={1}, journal={ENGINEERING MANAGEMENT JOURNAL}, publisher={Informa UK Limited}, author={Mazur, Lukasz and McCreery, John and Rothenberg, Lori}, year={2012}, month={Mar}, pages={11–22} }
@article{mazur_mccreery_chen_2012, title={Quality Improvement in Hospitals: Identifying and Understanding Behaviors}, volume={3}, ISSN={["2040-2309"]}, DOI={10.1260/2040-2295.3.4.621}, abstractNote={Improving operational performance in hospitals is complicated, particularly if process improvement requires complex behavioral changes. Using single-loop and double-loop learning theory as a foundation, the purpose of this research is to empirically uncover key improvement behaviors and the factors that may be associated with such behaviors in hospitals. A two-phased approach was taken to collect data regarding improvement behaviors and associated factors, and data analysis was conducted using methods proposed by grounded theorists. The contributions of this research are twofold. First, five key behaviors related to process improvement are identified, namely Quick Fixing, Initiating, Conforming, Expediting, and Enhancing. Second, based on these observed behaviors, a set of force field diagrams is developed to structure and organize possible factors that are important to consider when attempting to change improvement behaviors. This begins to fill the gap in the knowledge about what factors drive effective improvement efforts in hospital settings.}, number={4}, journal={JOURNAL OF HEALTHCARE ENGINEERING}, author={Mazur, Lukasz M. and McCreery, John K. and Chen, Shi-Jie}, year={2012}, month={Dec}, pages={621–647} }
@article{ward_mccreery_anand_2007, title={Business strategies and manufacturing decisions - An empirical examination of linkages}, volume={27}, ISSN={["1758-6593"]}, DOI={10.1108/01443570710775810}, abstractNote={Purpose This paper seeks to investigate whether linkages, proposed by previous researchers, among business strategies and structural and infrastructural investment decisions of manufacturing are empirically supported. Design/methodology/approach A sample of 101 US manufacturing firms is classified into three groups based on their predominant business strategies. The classification is validated using analysis of variance (ANOVA) tests on the taxons and on the environment in which the firms operate. ANOVA tests on manufacturing investment decisions are then used to address the central question of the paper – whether the three business strategy groups differ in their emphasis on structural and infrastructural areas of manufacturing. Findings The three business strategy‐based groups of firms, labeled broad‐based competitors, differentiators, and price leaders, differ in their emphasis on several of the structural and infrastructural areas of manufacturing, thus supporting the contention of linkages among business strategy and manufacturing investment decisions. Originality/value The popular notion of linkages among business strategies and investments in structural and infrastructural areas of manufacturing is empirically tested.}, number={9-10}, journal={INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT}, author={Ward, Peter T. and McCreery, John K. and Anand, Gopesh}, year={2007}, pages={951–973} }
@article{mccreery_krajewski_leong_ward_2004, title={Performance implications of assembly work teams}, volume={22}, ISSN={["1873-1317"]}, DOI={10.1016/j.jom.2004.05.004}, abstractNote={Abstract This paper explores the role of selected workforce management practices in developing mix, volume, and product flexibility. Using a model of a manually‐paced assembly area, we examine three workforce management practices—the configuration of work teams, the extent of cross training, and the deployment of workers—that have the potential to enhance the level of manufacturing flexibility. We examine the effects of these practices at the level of the individual operation and individual worker, with the goal of maximizing overall system performance in a variety of manufacturing environments. Our results indicate that the value of workforce flexibility is contingent upon characteristics of the operating environment. Environments having high levels of product variety call for the use of a larger number of parallel work teams, while environments with highly complex tasks tend to require a smaller number of parallel teams. Further, the value of cross training and worker task sharing is diminished as work tasks become more complex, due to learning and forgetting effects on the workforce. The overall implication is that more worker flexibility does not always yield improved system performance.}, number={4}, journal={JOURNAL OF OPERATIONS MANAGEMENT}, author={McCreery, JK and Krajewski, LJ and Leong, GK and Ward, PT}, year={2004}, month={Aug}, pages={387–412} }
@article{bozarth_mccreery_2001, title={A longitudinal study of the impact of market requirements focus on manufacturing performance}, volume={39}, ISSN={["0020-7543"]}, DOI={10.1080/00207540110064929}, abstractNote={This paper examines the longitudinal relationship between market requirements focus and manufacturing performance in a sample of automotive supplier plants. Statistical analysis indicates that, overall, an increase in market requirements focus from 1995 to 1999 was associated with an increase in manufacturing performance over the same time period, while a decrease in focus was associated with decreasing performance. Furthermore, plant manager interviews suggest that plant-level involvement and firm resource commitment may serve to leverage focus improvement efforts, or moderate the negative effects of decreasing focus.}, number={14}, journal={INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH}, author={Bozarth, C and McCreery, J}, year={2001}, month={Sep}, pages={3237–3252} }
@article{mccreery_krajewski_1999, title={Improving performance using workforce flexibility in an assembly environment with learning and forgetting effects}, volume={37}, ISSN={["0020-7543"]}, DOI={10.1080/002075499190897}, abstractNote={Competitive pressures for assemble-to-order products and products with shorter life cycles have driven the need for more flexibility in assembly operations. This paper explores the use of workforce flexibility as a means for improving the performance of assembly operations. Two decisions that immediately affect the performance of assembly operations are the amount of cross training to give to each worker and the dynamic deployment policies for assigning workers to tasks. In environments where learning and forgetting are present, these decisions are interrelated. The effectiveness of these two decisions is a function of the product line profiles of the assembled products. We define the product line profile using two factors: product variety and task complexity. Using a simulation model of an assembly line and an experimental design that incorporates product variety and task complexity, we show that as task complexity increases, deployment should be restricted while only low cross training is needed, and as product variety increases, cross training should be increased but deployment should be kept flexible. When both task complexity and product variety increase cross training should increase but deployment should be restricted. When task complexity and product variety are low, a moderate amount of cross training with flexible deployment of workers is best.}, number={9}, journal={INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH}, author={McCreery, JK and Krajewski, LJ}, year={1999}, month={Jun}, pages={2031–2058} }
@article{ward_mccreery_ritzman_sharma_1998, title={Competitive priorities in operations management}, volume={29}, ISSN={["0011-7315"]}, DOI={10.1111/j.1540-5915.1998.tb00886.x}, abstractNote={ABSTRACT Identifying manufacturers' competitive priorities has long been considered a key element in manufacturing strategy research. However, relatively little effort has been devoted to measurement of these constructs in published research. In this study we develop scales for commonly accepted competitive priorities, cost importance, quality importance, delivery‐time importance, and flexibility importance. We assess how well the scales capture the constructs that they represent using data collected from 114 manufacturing plants in the United States. The findings suggest that the instrument developed can provide reliable data and that the constructs measured are valid. In addition, comparisons between pairs of informants representing the same business indicate that the perceptual measures of competitive priorities are as reliable as point estimates of routine, seemingly objective information.}, number={4}, journal={DECISION SCIENCES}, author={Ward, PT and McCreery, JK and Ritzman, LP and Sharma, D}, year={1998}, pages={1035–1046} }