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"Carvalho, Anabela"
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The Pope's encyclical as a call for democratic social change
The climate change encyclical represents a decisive democratic act. It calls on citizens to challenge dominant politics, power, and consumer culture in the name of tackling one of the world's great socio-environmental issues.
Journal Article
Demystifying the eighth lean waste: a knowledge waste scale
PurposeSince few studies have explored and advanced on the development of measures of knowledge waste, the purpose of this paper is to develop and validate a scale for measuring the waste of knowledge.Design/methodology/approachA research was carried out in Higher Education Institutions (HEIs) divided into five distinct stages, three qualitative and two quantitative. For the quantitative steps, a sample of 223 responses was obtained for the exploratory part and another sample of 614 responses for the confirmatory part of the study. Data analysis procedures involved Exploratory and Confirmatory Factor Analysis to test and validate the proposed scale.FindingsA fifteen-item scale divided into four constructs was obtained after refinement of the proposed scale and validation procedures (convergent and discriminant validity). The scale also has satisfactory levels of reliability.Research limitations/implicationsThe resulting scale was validated in a single institutional culture environment (HEIs in Southern Brazil). So it still should be tested in different organizational contexts and cross-culturally in different countries. The scale may be useful for decision-making improvement about knowledge management and waste reduction.Practical implicationsA scale with a practical and quick application is provided. Additionally, a classification of the waste of knowledge level was developed and it could be easily applied in different sectors or organizations.Originality/valueThe literature on waste of knowledge is limited and often confused with knowledge loss. This study provides a clear distinction between these topics, and it advances on the explanation and definition of knowledge waste. Also, it is the first study to offer a scale to measure the elements of knowledge waste.
Journal Article
U-Shaped Cells Operating Modes: a Review and a Hands-on Simulation Comparison
Increased demands of different products put some challenges to the production system layout that are not well addressed by the job-shop neither flow-lines layout. Cellular production is a production system layout that enables higher productivity than job-shop and greater flexibility than flow-lines and it is appointed as a better layout to face the product and volumes changes occurring in the companies. The cells design involves the operating mode selection for the U-shaped cell. Operating modes are the way the operators are organized inside a cell. This could take the form of working balance, baton touch, rabbit chase, bucket-brigades or Toyota Sewing System(TSS).This paper reviewed theseU-shaped cells operating modes attending to the literature and also using some industrial case studies fromreal implementations in companies working withcells. For comparing the operating modes a hands-on simulation was performed by student teams in the classroom. This method was used so that it could be possible to simulate aspects related with operators: skills, teamwork, cross-training or motivation. The operating modes werecompared through some performance measures like production output, productivity, efficiency, WIP and defects. The operating modes have some similarities and dissimilarities and knowing themit is possible to select an adequate operating mode for a specific production environment. This research could be very useful for companies implementing cells and having difficulties in selecting operating modes.
Journal Article
A conceptual model for pull implementation based on the dimensions leadership, organization, operation and people
Purpose
This paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean companies. Lean should be holistically implemented to achieve the performance for what it is known. Pull is one of the Lean thinking principles, and it is the production control system underneath the Lean philosophy. However, to implement pull, an organizational transformation in companies’ different areas is needed.
Design/methodology/approach
This model was developed following up a case study of a representative example of a multinational company which has been implementing Lean for a long time but without achieving a well-succeeded pull implementation.
Findings
Based on that, the authors developed the LOOP model that is an integrated framework with the goal to promote a Lean culture, which includes four dimensions: leadership, organization, operation and people.
Originality/value
Based on the LOOP conceptual model, a different, and hopefully more effective, perspective is presented, establishing some proposals for the four dimensions and for the production and control system selection criteria to implement Lean.
Journal Article
Words for climate change are powerful but not magical
A better understanding of the role of language in societies is required — for example, whether adoption of emergency terminology could impact views and practices. For both researchers and communication strategists, a thorough consideration of the interconnections between language and social contexts is crucial.
Journal Article
A Case of Severe Lupus and Refractory Anemia
Systemic lupus erythematosus (SLE) is a multisystemic connective tissue disease with a wide range of clinical and laboratory manifestations. The diagnosis of SLE is often challenging due to the great variability in its presentation, and treatment should be individualized according to the patient's manifestations and affected organs. We present the clinical case of a 25-year-old female who developed SLE with severe hematological and renal involvement as first manifestations, including hemolytic anemia, thrombocytopenia, and nephrotic syndrome. Diagnosis of SLE was confirmed after positive high titers of ANA and anti-dsDNA antibodies. A kidney biopsy confirmed lupus nephritis class II. Despite successive treatment with corticosteroids, hydroxychloroquine, intravenous immunoglobulin, and mycophenolate mofetil, there was no hematological improvement, and rituximab was administered, resulting in partial response, with resolution of thrombocytopenia and stabilization of kidney function. However, anemia remained refractory, and subsequent tests indicated a non-hemolytic cause, most likely due to iatrogenic bone marrow suppression. After discontinuing potentially myelotoxic agents, the patient's hemoglobin levels normalized. This case highlights the intricate challenges associated with managing SLE. It underscores the critical importance of ongoing reassessment of therapeutic strategies, particularly in situations where the treatment response is inadequate. This approach enables the optimization of interventions to improve clinical outcomes and address the unique needs of each patient.
Journal Article
Lean Thinking as an Organizational Culture: A Systematic Literature Review
Many organizations have been adopting the so-called Lean Production; some have achieved the benefits of such adoption, but others have not. The failures have been attributed to different root causes—organizational culture, top management and employees’ involvement, and resistance to change being the most cited reasons. Organizational culture is a crucial point, as organizations need to implement Lean Production not only as a methodology but also as the culture that underlies that type of production, i.e., Lean Thinking. This article develops a systematic literature review whose main purpose is to gather evidence that Lean Thinking should be recognized and understood as an Organizational Culture. The systematic literature review should answer to the question: “Is Lean Thinking an Organizational Culture?” The systematic literature review collected 675 articles from the Web of Science and Scopus databases and, after screening, 658 full text articles were selected for assessment. After application of the exclusion criteria, only 130 articles were used for a qualitative synthesis through a content analysis. From these, eighty-four answered the question above and were the object of a quantitative synthesis. In this synthesis, the authors used the elements of the culture levels of Schein’s definition to qualify the articles found. Key findings of this research show that many authors present elements of Lean Thinking as an Organizational Culture. Organizations willing to implement Lean Thinking must be aware of this and define a robust structure, starting with a long-term vision aligned with specific, measurable, achievable, realistic, and timely operational goals.
Journal Article
The Integration of Lean Thinking Principles in the Organizational Culture Model
This article presents the development of a model to integrate lean thinking principles into the organizational culture of organizations, which makes employees/teams act naturally and efficiently. This model is called “Integration of Lean Thinking in the Organizational Culture” (ILTOC) and results from the integration of three approaches: (1) levels of organizational culture from Edgar Schein, (2) lean thinking principles, and (3) the 4P model. The developed model includes a five-step framework to drive users in its implementation and was applied in a case study carried out in an administrative department (Budgeting) of a Portuguese organization from the renewable energies area. The application of the model resulted in a more efficient and productive team. By combining the three aforementioned approaches, the model allowed continuous improvement to emerge as a natural way of working for the stakeholders of this organization. As a result, there was an improvement in key performance indicators (KPI) such as cost, delivery, quality, safety, and morale.
Journal Article