Search results
1 – 10 of over 2000Aswathy Sreenivasan and M. Suresh
This study aims to emphasize the integration of lean start-up and design thinking approaches and investigate how they may be used together.
Abstract
Purpose
This study aims to emphasize the integration of lean start-up and design thinking approaches and investigate how they may be used together.
Design/methodology/approach
The report uses a systematic literature review methodology to analyze and summarize previous research on combining lean start-up and design thinking. Inferences were discovered and analyzed after relevant publications were chosen based on predetermined inclusion criteria.
Findings
The research shows that combining lean start-up and design thinking significantly impacts entrepreneurship. Start-ups can efficiently uncover consumer needs, reduce risks and improve their product or service offerings by combining the client-centricity of design thinking with the iterative and data-driven concepts of lean start-up. This integration promotes an innovative culture, gives teams the freedom to try new things and learn from mistakes and raises the possibility of start-up success.
Research limitations/implications
The dependence on pre-existing literature, which might cover only some potential uses and circumstances, is a weakness of this research. It is advised that more empirical research be conducted to determine the precise circumstances in which the integrated strategy performs best. Future studies should also explore the difficulties and drawbacks of using these approaches to offer suggestions for overcoming them and maximizing their advantages.
Practical implications
The findings have significant ramifications for business owners and other professionals working in the start-up environment. The combination of lean start-up and design thinking emphasizes the relevance of early customer interaction and empathy-driven design. To foster creativity and hasten the expansion of start-ups, practitioners are urged to create a comprehensive strategy that integrates the advantages of both techniques. Through this integration, business owners may develop solutions that appeal to their target market, increasing adoption rates and market competitiveness.
Originality/value
This study is interesting in comparing lean start-up and design thinking, emphasizing the overlaps and benefits of their application to entrepreneurship. This study discusses successful start-up methods by offering suggestions for future research and practice. It also provides a basis for further developing and adopting the integrated approach.
Details
Keywords
This study describes how two organisations transitioned to teaching Lean online during and post Covid-19. This study aims to establish how Lean teaching and training can be…
Abstract
Purpose
This study describes how two organisations transitioned to teaching Lean online during and post Covid-19. This study aims to establish how Lean teaching and training can be designed and delivered effectively online without adverse effects on the student’s learning experience of Lean concepts.
Design/methodology/approach
A case study approach was used to review the design, application and results of the transition to online Lean teaching and training. Qualitative and quantitative methods were deployed to assess the results.
Findings
Online Lean learning and application were assured via the design of practical problem-based teaching environments, aided by using the virtual classroom as an obeya room and as a kaizen environment where students worked in teams. Students were enabled to learn and apply Lean tools practically and reflect on their learnings.
Practical implications
This study demonstrates that effective online design can ensure. Lean methods are understood without affecting the student's learning, classroom experience and grasp of concepts.
Originality/value
To the best of the author’s knowledge, this is one of the first studies on implementing Lean training and education online during COVID-19 under the lens of both a training provider and university education viewpoint. The changes validated best practices for virtual Lean education and training in the organisations under study, maintained post-COVID.
Details
Keywords
Wojciech Domink Piotrowicz, Urszula Ryciuk and Maciej Szymczak
The aim of this paper is to review metrics and develop a framework for measuring leagile supply chain. Metrics that are applicable in the lean, agile and leagile strategies are…
Abstract
Purpose
The aim of this paper is to review metrics and develop a framework for measuring leagile supply chain. Metrics that are applicable in the lean, agile and leagile strategies are identified in the literature and are then combined into a framework that can reflect both agile and lean strategies – the leagile supply strategy.
Design/methodology/approach
This work is based on the systematic literature review. Literature was collected, then lean and agile metrics were extracted, analysed, counted and grouped into the framework. Findings are compared against literature on leagile supply chain.
Findings
Findings indicate that there are sets of metrics specific to lean strategy, such as are process-focused, cost, productivity, inventory and delivery-based metrics, and specific to agile such as flexibility, responsiveness, information sharing and cooperation. There are also metrics common for both strategies; they are related to time, quality and customer satisfaction. Lean measures are tangible and focused on internal processes and products, while agile measures are targeted at external environment.
Practical implications
The framework could be used by practitioners as a starting point for performance system design.
Originality/value
There is a need to stop looking at lean and agile as separate and distinct supply strategies. Results of this research indicate that lean and agile are interlinked, both are focusing on customer satisfaction and quality. Applying a proposed set of metrics enables to design supply chain measurement system that reflects both strategies to measure leagile supply chain. The framework could be used by practitioners as a starting point for performance system design.
Details
Keywords
Viktorija Knapić, Borut Rusjan and Katerina Božič
Existing research evidence shows a fragmented understanding of the roles of first-line employees (FLEs) as essential factors for successful lean implementation in small- and…
Abstract
Purpose
Existing research evidence shows a fragmented understanding of the roles of first-line employees (FLEs) as essential factors for successful lean implementation in small- and medium-sized enterprises (SMEs), provoking recent calls for additional research on the identification of enablers and barriers for lean acceptance among workers. Therefore, this paper aims to identify related enablers and barriers to lean implementation among FLEs and determine future research avenues for improving the understanding of lean methodology implementation in SMEs.
Design/methodology/approach
Relying on a systematic literature review methodology, the authors aimed to synthesize and evaluate available peer-reviewed papers on the role of FLEs in lean implementation in SMEs. General descriptive and thematic analysis comprehensively depicted the selected research topic and identified the main themes within collected papers and potential future research questions.
Findings
The authors identified four main themes related to FLEs’ role in lean implementation: cultural change factors, employee characteristics, management involvement and lean job design. Within each theme, the authors present a comprehensive overview of FLE-related factors and associated enablers and barriers that should be considered for a successful lean implementation in SMEs.
Practical implications
The research outcomes are important to practicing managers in SMEs, helping them facilitate lean acceptance and enhance the likelihood of successful lean implementation.
Originality/value
The insights from this study present building blocks in developing a lean implementation model for SMEs that considers the FLEs’ role more comprehensively.
Details
Keywords
Fatma Betül Yeni, Beren Gürsoy Yılmaz, Behice Meltem Kayhan, Gökhan Özçelik and Ömer Faruk Yılmaz
This study aims to address challenges related to long lead time within a hazelnut company, primarily attributed to product quality issues. The purpose is to propose an integrated…
Abstract
Purpose
This study aims to address challenges related to long lead time within a hazelnut company, primarily attributed to product quality issues. The purpose is to propose an integrated lean-based methodology incorporating a continuous improvement cycle, drawing on Lean Six Sigma (LSS) and Industry 4.0 applications.
Design/methodology/approach
The research adopts a systematic approach, commencing with a current state analysis using VSM and fishbone analysis to identify underlying problems causing long lead time. A Pareto analysis categorizes these problems, distinguishing between supplier-related issues and deficiencies in lean applications. Lean tools are initially implemented, followed by a future state VSM. Supplier-related issues are then addressed, employing root cause analyses and Industry 4.0-based countermeasures, including a proposed supplier selection model.
Findings
The study reveals that, despite initial lean implementations, lead times remain high. Addressing supplier-related issues, particularly through the proposed supplier selection model, significantly reduces the number of suppliers and contributes to lead time reduction. Industry 4.0-based countermeasures ensure traceability and strengthen supplier relationships.
Originality/value
This research introduces a comprehensive LSS methodology, practically demonstrating the application of various tools and providing managerial insights for practitioners and policymakers. The study contributes theoretically by addressing challenges comprehensively, practically by showcasing tool applications and managerially by offering guidance for system performance enhancement.
Details
Keywords
Mia Mangaroo-Pillay and Rojanette Coetzee
The purpose of this study is to enhance the understanding of Japanese Lean management principles in South African contexts using Ubuntu, to improve buy-in during Lean…
Abstract
Purpose
The purpose of this study is to enhance the understanding of Japanese Lean management principles in South African contexts using Ubuntu, to improve buy-in during Lean implementation.
Design/methodology/approach
A scoping systematic literature review (SLR) was used to investigate the correlations and variations between Lean management principles and Ubuntu management principles.
Findings
Both similarities and differences were discovered between Ubuntu and Lean. It was noted that Lean adopts principles that do not have corresponding Ubuntu principles, such as levelling out workload, continuous process flow, stopping to fix the problem and visual management.
Research limitations/implications
While this research only used a South African concept (Ubuntu) to develop a novel Lean analogy, future research could be pursued in a similar vein for other countries outside of Japan.
Practical implications
The similarities could assist in “translating” Lean concepts to a South African context, ergo improving the understanding of the Lean principles and possibly contributing to more successful Lean implementations.
Originality/value
To the researcher’s knowledge at time of publication, this study is the first comparison of these two management philosophies. Ergo, the Lean–Ubuntu analogy is a novel comparison of Lean.
Details
Keywords
Hannelore Schouten, Jos Benders and Stefan Heusinkveld
This study aims to discuss the usefulness of free-text comments to gain insights into participants' opinions about an organizational change project.
Abstract
Purpose
This study aims to discuss the usefulness of free-text comments to gain insights into participants' opinions about an organizational change project.
Design/methodology/approach
A secondary analysis of 152 free-text answers to an open question in a questionnaire evaluating the implementation of lean facility design was conducted.
Findings
The authors identified three categories of responses to change: (1) dismissive – lean unrelated, (2) dismissive – lean related and (3) supporting – lean related. Notably, the large majority of the comments were dismissive by nature and unrelated to lean. Furthermore, critical responses also emanate from the most supportive group (critical friends).
Practical implications
Quintessential to change management is understanding how those involved perceive the changes. Free-text comments offer an opportunity to gain a view on these perceptions, particularly perceptions that often stay covert whilst having the potential to undermine change initiatives. At the same time, the comments may also be used to capitalize on constructive criticisms.
Originality/value
This study delivers a unique view on how free comments allow developing a broader understanding of hospital staff's responses to an organizational change initiative and particularly its “undercurrent” that may potentially have significant implications to change processes.
Details
Keywords
Ambra Galeazzo, Andrea Furlan, Diletta Tosetto and Andrea Vinelli
We studied the relationship between job engagement and systematic problem solving (SPS) among shop-floor employees and how lean production (LP) and Internet of Things (IoT…
Abstract
Purpose
We studied the relationship between job engagement and systematic problem solving (SPS) among shop-floor employees and how lean production (LP) and Internet of Things (IoT) systems moderate this relationship.
Design/methodology/approach
We collected data from a sample of 440 shop floor workers in 101 manufacturing work units across 33 plants. Because our data is nested, we employed a series of multilevel regression models to test the hypotheses. The application of IoT systems within work units was evaluated by our research team through direct observations from on-site visits.
Findings
Our findings indicate a positive association between job engagement and SPS. Additionally, we found that the adoption of lean bundles positively moderates this relationship, while, surprisingly, the adoption of IoT systems negatively moderates this relationship. Interestingly, we found that, when the adoption of IoT systems is complemented by a lean management system, workers tend to experience a higher effect on the SPS of their engagement.
Research limitations/implications
One limitation of this research is the reliance on the self-reported data collected from both workers (job engagement, SPS and control variables) and supervisors (lean bundles). Furthermore, our study was conducted in a specific country, Italy, which might have limitations on the generalizability of the results since cross-cultural differences in job engagement and SPS have been documented.
Practical implications
Our findings highlight that employees’ strong engagement in SPS behaviors is shaped by the managerial and technological systems implemented on the shop floor. Specifically, we point out that implementing IoT systems without the appropriate managerial practices can pose challenges to fostering employee engagement and SPS.
Originality/value
This paper provides new insights on how lean and new technologies contribute to the development of learning-to-learn capabilities at the individual level by empirically analyzing the moderating effects of IoT systems and LP on the relationship between job engagement and SPS.
Details
Keywords
Anna Trubetskaya, Olivia McDermott, Pierre Durand and Daryl John Powell
This project aims to optimise a secondary agricultural company’s reporting and data lifecycle by providing self-help business intelligence at an optimal price point for all…
Abstract
Purpose
This project aims to optimise a secondary agricultural company’s reporting and data lifecycle by providing self-help business intelligence at an optimal price point for all business users.
Design/methodology/approach
A design for Lean Six Sigma approach utilising the define, measure analyse, design and verify methodology was utilised to design a new reporting and data product lifecycle.
Findings
The study found that this approach allowed a very structured delivery of a complex program. The various tools used assisted greatly in delivering results while balancing the needs of the team.
Practical implications
This study demonstrates how improving data analysis and enhanced intelligence reporting in agribusinesses enable better decision making and thus improves efficiencies so that the agribusiness can leverage the learnings.
Social implications
Improving data analysis increases efficiency and reduces agrifood food wastage thus improving sustainability and environmental impacts.
Originality/value
This paper proposes creating a standardised approach to deploying Six Sigma methodology to correct both the data provisioning lifecycle and the subsequent business intelligence reporting lifecycle. It is the first study to look at process optimisation across the agricultural industry’s entire data and business intelligence lifecycle.
Details
Keywords
Virginia Fani, Ilaria Bucci, Monica Rossi and Romeo Bandinelli
Examining synergies between Lean, Industry 4.0, and Industry 5.0 principles, the aim is to showcase how Lean's focus on people enhances Industry 5.0 implementations, leading to…
Abstract
Purpose
Examining synergies between Lean, Industry 4.0, and Industry 5.0 principles, the aim is to showcase how Lean's focus on people enhances Industry 5.0 implementations, leading to the development of the Lean 5.0 paradigm. In addition, insights from artisanal industries, like the fashion one, are specifically collected.
Design/methodology/approach
First, a literature review was conducted to define a comprehensive framework to understand how Lean fits into the Human-Centric (HC) paradigm of Industry 5.0. Second, a case study was employed to give empirical insights and identify practical initiatives that brands can pursue, involving two best-in-class leather goods brands located in Italy.
Findings
A conceptual framework to pave the way for new paradigm Lean 5.0 was defined and validated through a case study. To path the way for a case study in the fashion industry, the Lean HC paradigm is detailed into domains and related categories to group practices. The empirical insights demonstrate that Lean HC actions can be effectively supported by Industry 4.0 technologies in traditional sectors like the fashion industry, shifting towards Industry 5.0.
Practical implications
The proposed framework and related practices can be used by companies to facilitate their transition towards Industry 5.0, leveraging on Lean Manufacturing.
Originality/value
The innovative contribution of the present work mainly refers to the proposed conceptual framework, encompassing Lean, HC and Industry 4.0 and introducing Lean 5.0 paradigm. The case study enriches the empirical contributions in the fashion industry.
Details