BIOGRAPHY

Dr. Brian Galli

Assistant Professor, Hofstra University, Melville, NY, USA

Brian J. Galli joins Hofstra as an assistant professor of engineering. Currently, he serves as the graduate director for the Engineering Management master’s degree program. He has previously served as faculty at other academic institutions, including Long Island University, New York Institute of Technology (NYIT), American Public University (APUS), SUNY Binghamton, and SUNY Stony Brook. Prior to joining academia, Galli worked for over 12 years applying industrial engineering and project management in a wide variety of arenas, including healthcare, manufacturing, and service environments.

He earned his doctoral degree in engineering management from Old Dominion University in 2013, a BS in industrial engineering from Binghamton University in 2007, as well as MS in engineering management from Missouri University of Science & Technology in 2009.

Galli’s work has been published in a variety of different publications and serves as co-editor in chief for the International Journal of Sociotechnology & Knowledge Development, and International Journal of Project Management & Productivity Assessment.

ABSTRACT

How to Apply System Analysis and System Thinking to Lean Six Sigma

This study focuses on the Toyota production system (TPS) and Lean in relation to innovation. The authors examine the tools and behaviors adopted in the TPS that are absent in the Six Sigma (SS) programs and how these elements may influence innovation and quality. Finally, this research analyzes the hybrid Lean Six Sigma (LSS). System analysis involves assessing a business scenario to improve the situation, establishes the changes needed and required, and innovation and product quality as components of the system analysis. This paper undertook text excavating and focused cluster development on highlighting the level of the Lean Six Sigma representations, as explained in articles on the Lean Six Sigma, such as those that compare Lean and Six Sigma. An iterative cluster examination was adopted to understand the primary focus of research in this area. The analysis shows that there is less research on the intersection of TPS and LSS in the areas of philosophy, partners, and people. These areas represent the opportunity to enhance the application of process improvement methods.


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