Search results

1 – 10 of over 13000
To view the access options for this content please click here
Article
Publication date: 11 June 2021

Huilan Zhang

There has been little empirical research focused on the effect of lean on hospital performance in the form of a consolidated methodology. This paper aims to apply a more…

Abstract

Purpose

There has been little empirical research focused on the effect of lean on hospital performance in the form of a consolidated methodology. This paper aims to apply a more sophisticated approach to examine whether hospitals’ decision for lean implementation is endogenous and test the effects of lean on hospital performance.

Design/methodology/approach

This study uses a publicly available data set of hospitals across the USA from 2002 to 2019 and performs two-stage least squares (2SLS) analysis. In the first stage, a probit model is used to estimate hospitals’ decision to implement lean. The fitted probability values from the first stage are used in the second stage to test the relationship between lean and hospital performance. Ordinary least squares (OLS) regression results are compared with those of the 2SLS approach.

Findings

The decision to implement lean is significantly associated with hospital-specific characteristics (the complexity of care, size and cost-to-charge ratio), indicating hospitals’ decision for lean implementation is endogenous. Moreover, there is strong evidence that lean implementation is positively associated with hospital financial and operational performance. The Hausman F-tests confirm the presence of endogeneity and this, in turn, suggests that OLS regressions result in unreliable estimates.

Practical implications

The findings of this study can help hospital managers benchmark performance and explore opportunities for profit and efficiency improvement. The findings are also relevant to policymakers who strive to lower health-care spending.

Originality/value

This study is motivated by the challenges facing the health-care industry. This study is among the first to investigate endogeneity in lean implementation and the association between lean and hospital performance using large-scale archival panel data. The use of the 2SLS approach provides more confidence in statistical findings.

Details

Journal of Accounting & Organizational Change, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1832-5912

Keywords

To view the access options for this content please click here
Article
Publication date: 14 January 2021

Torbjørn H. Netland, Jason D. Schloetzer and Kasra Ferdows

Why some assembly factories implement a lean program faster than others is an enduring puzzle. We examine the effect of a fundamental characteristic of every assembly…

Abstract

Purpose

Why some assembly factories implement a lean program faster than others is an enduring puzzle. We examine the effect of a fundamental characteristic of every assembly factory—its rhythm of production.

Design/methodology/approach

We designed a multi-method study and collected data from a leading global equipment manufacturer that launched a lean program across its factory network. We use quantitative data gathered from internal company documents to test our hypothesis that production rhythm affects the pace of lean implementation. We then analyze qualitative data from interviews and factory visits to derive theoretical explanations for how production rhythm affects lean implementation.

Findings

Consistent with our hypothesis, we present evidence that factories with faster production rhythms implement lean faster than those with slower rhythms. This evidence is consistent with learning theories as well as the literature on organizational routines and forms of knowledge. We propose a theory of the relation between rhythm and learning in lean implementation.

Research limitations/implications

The hitherto unexplored relation between production rhythm and lean implementation raises intriguing questions for scholars and ushers new insights into how organizations learn to implement lean.

Practical implications

Organizations need to calibrate their expectations for lean implementation pace when their factories have widely different production rhythms and find ways to mitigate any adverse effects slower rhythms may have. Organizations can alleviate the unfavorable context of slower rhythms by inculcating practices in the factory that emulate the learning environment present in faster-paced factories.

Originality/value

We contribute novel quantitative and qualitative evidence that production rhythm affects lean implementation through learning-based mechanisms.

Details

International Journal of Operations & Production Management, vol. 41 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

To view the access options for this content please click here
Article
Publication date: 14 February 2020

Protik Basu and Pranab K. Dan

The purpose of this study is to review and conceptualize a holistic framework for lean manufacturing (LM) implementation, enabling the manufacturing industries to…

Abstract

Purpose

The purpose of this study is to review and conceptualize a holistic framework for lean manufacturing (LM) implementation, enabling the manufacturing industries to administer the implementation process successfully toward organizational development and customer satisfaction.

Design/methodology/approach

An extensive literature survey on the input and output manifests of lean production is carried out. An attempt is made to build an exhaustive list of all the technical and human inputs necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its successful implementation. The determinants and outcomes of successful LM implementation are further mapped onto 11 distinct input latent constructs and 3 distinct output latent constructs, respectively.

Findings

A conceptual structural model for administering LM implementation is framed based on the manifests considered in the literature.

Research limitations/implications

The model conceptualized in this study may be treated as a guide for successful LM implementation in a manufacturing enterprise.

Practical implications

This research is expected to provide further insights for lean implementation and will be very helpful to integrate the lean principles, tools and benefits into a unified coherent complete manufacturing system.

Originality/value

To the best of the authors’ knowledge, this work is one of the very first research studies to have a comprehensive all-inclusive study of the input and output variables for LM implementation. It intends to bridge the gap between theory and practice and has come up with a comprehensive framework which will aid the lean practitioners toward successful LM implementation, as well as, assist them in assessing the effect of implementation.

Details

International Journal of Lean Six Sigma, vol. 11 no. 4
Type: Research Article
ISSN: 2040-4166

Keywords

To view the access options for this content please click here
Article
Publication date: 22 July 2020

Mohsin Malik and Salam Abdallah

Past studies of lean have failed to sufficiently address the importance of social factors for successful lean implementations. This paper aims to broaden and deepen the…

Abstract

Purpose

Past studies of lean have failed to sufficiently address the importance of social factors for successful lean implementations. This paper aims to broaden and deepen the understanding of lean as a socio-technical paradigm by conceptualizing lean implementation as an organizational change process.

Design/methodology/approach

This study draws on the organizational sense-making literature to conceptualize and validate lean implementation as an organizational change process that necessitates a focus on the ability of organizational actors to construct a shared meaning of lean. This study posit that this shared understanding shapes the collective behaviour and attitudes of people towards a future desired organizational state such as a successful implementation of lean. Survey data were collected from various manufacturing and services firms to test the hypothesis derived from literature using a structural equation modelling approach.

Findings

The mutual social interactions of organizational actors contribute to an enabling lean organizational attitude that has a dominant effect on the lean practices of employee involvement, internal technical practices, supplier and customer management. This study also established boundary conditions for these relationships by identifying firm size as a moderating variable.

Research limitations/implications

The findings establish a supportive organizational attitude as an antecedent for lean implementation, which goes beyond the current socio-technical characterization of lean management. This conceptualization draws the attention of researchers and practitioners towards the critical role of the cooperative behaviours of organizational actors in lean implementations.

Originality/value

The statistical results add a novel perspective to the discourse on the social dimension of lean implementation by conceptualizing and validating lean management as a combination of organizational attitude and the process facilitators comprising of employee empowerment, internal technical practices, supplier and customer management.

Details

Industrial Management & Data Systems, vol. 120 no. 9
Type: Research Article
ISSN: 0263-5577

Keywords

To view the access options for this content please click here
Article
Publication date: 20 September 2019

Tatyana Karla Oliveira Régis, Luciano Costa Santos and Cláudia Fabiana Gohr

Although there are general methodologies for lean implementation in manufacturing companies, a specific methodology for the implementation of lean healthcare in hospitals…

Abstract

Purpose

Although there are general methodologies for lean implementation in manufacturing companies, a specific methodology for the implementation of lean healthcare in hospitals has not been addressed by the literature. Addressing this gap, the purpose of this paper is to develop a practice-driven methodology for implementing lean in hospital operations.

Design/methodology/approach

Three case studies were conducted to collect evidence on the lean implementation process in Brazilian hospitals. From empirical evidence and literature, the implementation methodology was proposed and submitted to critical assessment by experts from the field.

Findings

The process of lean implementation was very similar in all cases, triggered by strategic planning and operationalized by continuous improvement projects. On the other hand, in all cases, the lean implementation teams had to deal with employees’ resistance. These findings were valuable inputs to the development of the implementation methodology. After refinement, it was proposed a feasible, useful and user-friendly methodology.

Research limitations/implications

The proposed methodology was raised from the practice through case study research. However, the proposed methodology was not fully applied, and the associated performance measures were not elaborated in this paper. Therefore, more case studies and applications will be necessary to generalize the findings.

Practical implications

The methodology provides practical guidelines that support lean implementation in hospital operations. Although it demands adaptations for each specific hospital setting, this initial step may encourage hospital managers to start the lean journey.

Originality/value

This study addressed the gap in the literature regarding the lack of methodologies for implementing lean healthcare in hospital operations. The methodology synthesizes the knowledge, principles and tools of lean thinking that can be applied in hospital operations.

Details

Journal of Health Organization and Management, vol. 33 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

To view the access options for this content please click here
Article
Publication date: 30 September 2014

Anna Dorota Rymaszewska

The purpose of this paper is to identify the lean manufacturing implementation challenges in small and medium enterprises (SMEs). The study is based on experiences of the…

Downloads
6200

Abstract

Purpose

The purpose of this paper is to identify the lean manufacturing implementation challenges in small and medium enterprises (SMEs). The study is based on experiences of the Finnish furniture and boating sectors. The paper outlines the overall characteristics of the studied organizations and contrasts them with one of the most famous example of lean implementation – the Toyota Company. By comparing the different manufacturing environments as well as organizational characteristics, the potential challenges of lean adoption are outlined.

Design/methodology/approach

The findings presented in this paper were achieved through the case study method. The research utilizes the deductive approach.

Findings

The results present an assessment of the companies’ current situations. The results uncover their readiness for lean implementation and identify the challenges that might hinder lean implementation. Early identification of weaknesses will make companies more aware of their own capabilities. Moreover, it has potential for making them better prepared for lean implementation and more consistent in their process.

Practical implications

The importance of addressing certain aspect of lean implementation in the specific context of SMEs characteristics might contribute to the successful implementation of lean.

Originality/value

The author presents an original look at supporting companies in the process of adopting lean manufacturing.

Details

Benchmarking: An International Journal, vol. 21 no. 6
Type: Research Article
ISSN: 1463-5771

Keywords

To view the access options for this content please click here
Article
Publication date: 13 September 2019

Shakil Ahmed and Md Habibur Rahman Sobuz

Construction management is ameliorated by the lean construction concept in many direct and indirect ways to reduce waste of construction process and improve the value. The…

Abstract

Purpose

Construction management is ameliorated by the lean construction concept in many direct and indirect ways to reduce waste of construction process and improve the value. The purpose of this paper is to identify the challenges of the implementation of lean construction in the Bangladeshi construction industry and to prioritize these factors that constitute these challenges.

Design/methodology/approach

A comprehensive literature review was used for shorting the global challenges of implementing lean construction. Subsequently, these challenges were incorporated into a structured questionnaire for survey. A total of 164 valid responses were collected from Bangladeshi construction practitioners involved in different types of construction organizations. The results were analyzed using the Relative Important Index (RII) and Mann–Whitney U test.

Findings

The findings revealed 41 challenges of lean construction implementation in the Bangladeshi construction industry. The highest ranking challenges are the lack of awareness about lean construction, lack of skills, training and lean techniques, unwillingness to change the existing culture, lack of management commitment, fragmented and cyclic nature of the construction project and unavailing communication between all project participants. The study also discusses some universally applicable solutions to overcome these challenges.

Originality/value

By the findings of this study, the Bangladeshi construction industry could get a new insight into the challenges of implementing lean construction. It could play a very important part in the body of knowledge, as it reveals the challenges of implementing lean construction for the first time with the socio-economic context of Bangladesh. Exploring the findings, the study could help the stakeholders, companies, academician, researchers and government to focus their effort and resources on the significantly appropriate issues. Furthermore, this study may beneficial to those developing countries especially in South Asia, who have shared the same socio-economic status with Bangladesh.

Details

Smart and Sustainable Built Environment, vol. 9 no. 2
Type: Research Article
ISSN: 2046-6099

Keywords

Content available
Article
Publication date: 2 October 2018

Wilfred H. Knol, Jannes Slomp, Roel L.J. Schouteten and Kristina Lauche

This paper examines whether and when improvement routines are critical for implementing lean practices in small- and medium-sized manufacturing enterprises (SMEs)…

Downloads
4372

Abstract

Purpose

This paper examines whether and when improvement routines are critical for implementing lean practices in small- and medium-sized manufacturing enterprises (SMEs). Improvement routines such as “employees initiate and carry through improvement activities” are generally seen as an important means to achieve the full benefit of structural lean interventions. Womack and Jones (2003) suggest that these improvement routines should be developed as the company becomes more experienced in lean. The purpose of this paper is to explore the relative importance of individual improvement routines at various degrees of lean practice implementation.

Design/methodology/approach

A Between-Case Comparison Analysis (Dul and Hak, 2012) and a Necessary Condition Analysis (Dul, 2016) were performed on self-assessment data from 241 respondents at 38 Dutch manufacturing SMEs.

Findings

The importance of improvement routines depended on the degree of lean practice implementation. Lean practices could be implemented to some extend without developing specific improvement routines, yet certain routines were necessary for more advanced implementations of lean. These routines relate to employees conducting shared improvement activities and in the most advanced cases to aligning different improvement activities.

Originality/value

These findings question existing lean implementation models that neglect improvement routines and indicate the need to integrate improvement routines into every lean transformation for it to be sustainable.

Details

International Journal of Operations & Production Management, vol. 39 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

To view the access options for this content please click here
Article
Publication date: 9 October 2017

Seyoum Eshetu Birkie, Paolo Trucco and Matti Kaulio

Many studies have found that Lean practices provide better performance in a stable business environment. However, there is limited information on how Lean practices…

Abstract

Purpose

Many studies have found that Lean practices provide better performance in a stable business environment. However, there is limited information on how Lean practices influence performance gains (defined in this paper as improvement and sustenance of performance) in an uncertain (complex and dynamic) environment. This study aims to investigate how the implementation of Lean helps to sustain performance in such context.

Design/methodology/approach

The study draws on an in-depth investigation of two capital goods manufacturing engineer-to-order (ETO) cases, in which performance sustenance is discussed in relation to the extent, locus and extensiveness of implemented Lean practice bundles.

Findings

Findings indicate that a higher extent of Lean practices’ implementation, covering both shop floor and transactional processes, increases the possibility of performance sustenance in ETO. Furthermore, a coherent approach in the pre-, during- and post-implementation phases of the Lean change process is required to foster performance sustenance. Lean practices in ETO are modified to suit context change from repetitive manufacturing.

Research limitations/implications

This study proposes performance sustenance as a performance measure in a highly uncertain context, such as ETO, as a single reference cannot effectively measure performance improvements over diverse orders. From this perspective, appropriate Lean implementation contributes towards building capabilities for flexibly and proactively managing uncertain circumstances.

Practical implication

Even companies operating in highly uncertain (complex and dynamic) contexts may benefit from significant performance gains, thanks to the Lean implementation. This can be achieved by a balanced implementation of practices at shop floor and transactional processes, and their mindful customisations.

Originality/value

The study compares Lean implementation in ETO with that of high-volume–low-variety systems established in the literature. It qualitatively discusses how Lean implementation as an overarching effort both in shop floor and transactional processes leads to better sustenance of achieved performance improvements in shop floor under high uncertainty.

Details

International Journal of Lean Six Sigma, vol. 8 no. 4
Type: Research Article
ISSN: 2040-4166

Keywords

To view the access options for this content please click here
Article
Publication date: 15 March 2013

Nicola Burgess and Zoe Radnor

The purpose of this paper is to present findings relating to how Lean is implemented in English hospitals.

Downloads
10520

Abstract

Purpose

The purpose of this paper is to present findings relating to how Lean is implemented in English hospitals.

Design/methodology/approach

Lean implementation snapshots in English hospitals were conducted by content analysing all annual reports and web sites over two time periods, giving a thorough analysis of Lean's status in English healthcare.

Findings

The article identifies divergent approaches to Lean implementation in English hospitals. These approaches are classified into a typology to facilitate an evaluation of how Lean is implemented. The findings suggest that implementation tends to be isolated rather than system‐wide. A second dataset conveys Lean implementation trajectory across the time period. These data signal Lean's increasing use by English hospitals and shows progression towards an increasingly systemic approach.

Practical implications

Data were collected using content analysis methods, which relies on how “Lean” methods were articulated within the annual report and/or on the organisation's web site, which indicates approaches taken by hospital staff implementing Lean.

Originality/value

This research is the first to examine more closely “how” Lean is implemented in English hospitals. The emergent typology could prove relevant to other public sector organizations and service organisations more generally. The research also presents a first step to understanding Lean thinking in the English NHS. This article empirically analyses Lean implementation in English hospitals. It identifies divergent approaches that allow inferences about how far Lean is implemented in an organisation. Data represent a baseline for further analysis so that Lean implementation can be tracked.

Details

International Journal of Health Care Quality Assurance, vol. 26 no. 3
Type: Research Article
ISSN: 0952-6862

Keywords

1 – 10 of over 13000