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1 – 10 of over 1000
Article
Publication date: 26 December 2023

Guilherme Tortorella, Anupama Prashar, Jiju Antony, Roberto Vassolo, Alejandro Mac Cawley, Rodrigo Peimbert Garcia and Daniel Luiz de Mattos Nascimento

This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.

Abstract

Purpose

This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.

Design/methodology/approach

A mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.

Findings

Findings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.

Originality/value

This study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 14 December 2023

Ali Al Owad, Neeraj Yadav, Vimal Kumar, Vikas Swarnakar, K. Jayakrishna, Salah Haridy and Vishwas Yadav

Lean Six Sigma (LSS) implementation follows a structured approach called define-measure-analyze-improve-control (DMAIC). Earlier research about its application in emergency…

Abstract

Purpose

Lean Six Sigma (LSS) implementation follows a structured approach called define-measure-analyze-improve-control (DMAIC). Earlier research about its application in emergency healthcare services shows that it requires organizational transformation, which many healthcare setups find difficult. The Kotter change management model facilitates organizational transformation but has not been attempted in LSS settings till now. This study aims to integrate the LSS framework with the Kotter change management model to come up with an integrated framework that will facilitate LSS deployment in emergency health services.

Design/methodology/approach

Two-stage Delphi method was conducted by using a literature review. First, the success factors and barriers of LSS are investigated, especially from an emergency healthcare point of view. The features and benefits of Kotter's change management models are then reviewed. Subsequently, they are integrated to form a framework specific to LSS deployment in an emergency healthcare set-up. The elements of this framework are analyzed using expert opinion ratings. A new framework for LSS deployment in emergency healthcare has been developed, which can prevent failures due to challenges faced by organizations in overcoming resistance to changes.

Findings

The eight steps of the Kotter model such as establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, institutionalizing new approaches are derived from the eight common errors that managers make while implementing change in the institution. The study integrated LSS principles and Kotter’s change management model to apply in emergency care units in order to reduce waste and raise the level of service quality provided by healthcare companies.

Research limitations/implications

The present study could contribute knowledge to the literature by providing a framework to integrate lean management and Kotter's change management model for the emergency care unit of the healthcare organization. This framework guides decision-makers and organizations as proper strategies are required for applying lean management practices in any system.

Originality/value

The proposed framework is unique and no other study has prescribed any integrated framework for LSS implementation in emergency healthcare that overcomes resistance to change.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 27 February 2024

Sharad Sharma, Narain Gupta and Pooja Thakur

This empirical study explores the intricate relationships between Industry 4.0 (I4), Lean practices and sustainable operational performance (SOP) within the dynamic context of the…

Abstract

Purpose

This empirical study explores the intricate relationships between Industry 4.0 (I4), Lean practices and sustainable operational performance (SOP) within the dynamic context of the services sector. Rooted in the theoretical framework of Resource Orchestration Theory (ROT), the research investigates the nuanced interplay between these paradigms and their collective impact on firm performance.

Design/methodology/approach

The research methods included creation of a structural model, hypothesis formulation and advanced data analysis. Primary data were gathered through an online questionnaire distributed among service sector professionals. Analysis was completed using Partial Least Squares (PLS) Structural Equation Modeling (SEM) using the Smart-PLS software.

Findings

The results underscore the mediating role of Lean practices between I4 and SOP, emphasizing the imperative of harmonized integration to enhance overall firm performance. In alignment with ROT principles, the study illuminates the positive influence of Lean practices on sustainable operational outcomes.

Research limitations/implications

The study contributes to the scholarly discourse on I4, Lean and Services, emphasizing the strategic necessity of integrating I4 capabilities with Lean practices. Practical insights guide practitioners in orchestrating a balanced adoption of I4 and Lean practices for SOP. This research offers actionable insights for industry leaders seeking to cultivate SOP within their organizational contexts.

Originality/value

This study contributes to the evolving understanding of the interplay between I4, Lean practices and SOP within the services sector, offering novel insights for both academia and industry practitioners.

Details

International Journal of Quality & Reliability Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-671X

Keywords

Open Access
Article
Publication date: 17 July 2023

Abhishek Vashishth, Bart Alex Lameijer, Ayon Chakraborty, Jiju Antony and Jürgen Moormann

The purpose of this paper is to contribute to the limited body of empirical knowledge on the impact of Lean Six Sigma (LSS) program implementations on organizational performance…

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Abstract

Purpose

The purpose of this paper is to contribute to the limited body of empirical knowledge on the impact of Lean Six Sigma (LSS) program implementations on organizational performance in financial services by investigating how antecedents of Lean Six Sigma program success (motivations, selected LSS methods and challenges) affect organizational performance enhancement via LSS program performance.

Design/methodology/approach

A sample of 198 LSS professionals from 7 countries are surveyed. Structural equation modeling (SEM) is performed to test the questioned relations.

Findings

This study’s findings comprise: (1) LSS program performance partially mediates the relationship between motivations for LSS implementation and organizational performance, (2) selected LSS method applications has a fully (mediated) indirect impact on organizational performance, (3) LSS implementation challenges also have an indirect (mediated) impact on organizational performance and (4) LSS program performance has a positive impact on organizational performance.

Originality/value

The findings of this research predominantly provide nuances and details about LSS implementation antecedents and effects, useful for managers in advising their business leaders about the prerequisites and potential operational and financial benefits of LSS implementation. Furthermore, the paper provides evidence and details about the relationship between important antecedents for LSS implementation identified in existing literature and their impact on organizational performance in services. Thereby, this research is the first in providing empirical, cross-sectional, evidence for the antecedents and effects of LSS program implementations in financial services.

Details

International Journal of Quality & Reliability Management, vol. 41 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 4 August 2023

Fabiane Letícia Lizarelli, Ayon Chakraborty, Jiju Antony, Sandy Furterer, Maher Maalouf and Matheus Borges Carneiro

Lean implementation has become popular over the past three decades in the industry and is becoming more prevalent in, service organizations. The objective of this study is to…

Abstract

Purpose

Lean implementation has become popular over the past three decades in the industry and is becoming more prevalent in, service organizations. The objective of this study is to evaluate the impact of social and technical Lean practices on sustainable performance (i.e. economic, environmental and social) in service organizations.

Design/methodology/approach

The methodology includes the analysis of global results obtained from 139 managers from the service sector.

Findings

The results demonstrate that Lean practices have a positive effect on the three perspectives of sustainable performance, regardless of the company size and duration of Lean implementation. Furthermore, both social and technical Lean practices have a similar impact on environmental and economic performance, but their impact on social performance differs, since social Lean practices have a stronger impact on social performance.

Practical implications

This study has a significant contribution to Lean practitioners in service sectors, as it demonstrates that efforts to apply Lean practices can benefit economic results as well as environmental and social performance.

Originality/value

Majority of existing studies focused on the isolated impact of Lean on one of the triple bottom line performance aspects and with a scarcity of studies within the context of services. The intersection of these three strategic areas – Lean, sustainability and services – has not been extensively addressed. There is also a lack of studies that observe sustainability in environmental, social and economic performance, mainly in the service sector.

Details

International Journal of Quality & Reliability Management, vol. 41 no. 3
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 19 July 2022

Renu L. Rajani, Githa S. Heggde, Rupesh Kumar and Deepak Bangwal

The purpose of this paper is to empirically examine the impact of supply chain risks (SCRs) and demand management strategies (DMSs) on the company performance in order to study…

Abstract

Purpose

The purpose of this paper is to empirically examine the impact of supply chain risks (SCRs) and demand management strategies (DMSs) on the company performance in order to study the use of DMSs in delivering improved results even in the presence of SCRs. The SCRs considered under the study are as follows: demand variability, constrained capacity and quality of services delivery, and competitive performance, customer satisfaction and financial performance are the measures considered for company performance.

Design/methodology/approach

This study is based on a survey of 439 businesses in India representing 10 groups of services industries (information technology/IT enabled services, business process outsourcing, IT infrastructure, logistics/transportation, healthcare, hospitality, personal services, consulting, education and training, consumer products and retail), using structural equation modeling (SEM) methods.

Findings

The findings reveal that presence of demand variability risk has significant influence upon the use of demand planning and forecasting, controlling customer arrival during peaks and shifting demand to future. Mismatch of capacity against demand (unused capacity) leads to the use of techniques to influence business during lean periods, thereby resulting in enhanced supply chain (SC) and financial performance. Controlling customer arrival during peaks to shift the demand to lean periods leads to enhanced financial performance. Presence of delivery quality risk does not significantly influence the use of DMS. Also, short-term use of customer and business handling techniques does not exert significant influence on company performance.

Research limitations/implications

The study has limitations as follows: (1) respondents are primarily from India while representing global organizations, (2) process/service redesign to relieve capacity as a DMS is not considered and (3) discussion on capacity management strategies (CMSs) is also excluded.

Practical implications

SC managers can be resourceful in shifting the peak demand to future with the application of techniques to control customer arrival during peaks. The managers can also help enhance business by influencing business through offers, incentives and promotions during lean periods to use available capacity and improve company performance.

Originality/value

This study is one of the first empirical works to explore how presence of SCRs influences the use of DMS and impacts the three types of company performance. The study expands current research on demand management options (DMOs) by linking three dimensions of company performance based on the data collected from ten different groups of service industry.

Details

International Journal of Productivity and Performance Management, vol. 72 no. 10
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 26 December 2023

U.D.R.E. Ruwanpura, B.A.K.S. Perera and Tharusha Ranadewa

Administrative processes play a crucial role in various sectors, often contributing to cost overruns and delays. While lean concept has been extensively applied in many…

Abstract

Purpose

Administrative processes play a crucial role in various sectors, often contributing to cost overruns and delays. While lean concept has been extensively applied in many industries, there is a recognized need for further research on the integration of lean in administrative processes. To address this research gap, this study aims to systematically analyse the implementation of lean in administrative processes, providing a sector-wise comparison to explore its prospects for the construction industry.

Design/methodology/approach

A systematic literature review was conducted by adapting the Preferred Reporting Items for Systematic Reviews and Meta-Analyses method. Eighty-six research papers are subjected to descriptive and content analysis on different tools applied in lean integrated administrative processes in health care, education, public administration and other sectors.

Findings

The research study reveals common lean tools irrespective of sector. Moreover, specific tools used for a particular sector are analysed. Out of the various lean tools and techniques, value stream mapping, 5S and Kaizen are highly acknowledged tools in every sector of lean intervention. Furthermore, ECRS is applied explicitly in the education sector. Furthermore, it is noted that Suppliers, Inputs, Process, Outputs and Customers (SIPOC), 5whys, load levelling and control charts are identical to administrative processes in lean health care. Furthermore, Spaghetti charts and Kaikaku are only adapted to administrative processes in the public administration sector, and causal loop diagrams are used explicitly in administrative processes in the construction sector.

Originality/value

This study contributes to research by developing a guideline to design lean intervention for a lean-integrated administrative process in any sector which still needs to be transformed into lean. Hence, this study will be a cornerstone for incorporating lean principles for administrative processes in construction sector.

Details

Construction Innovation , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1471-4175

Keywords

Article
Publication date: 25 November 2022

Jennifer Cross, Madina Joshi and Paula Jensen

This study aims to develop and implement an initial framework for assessing progress in lean implementation within an higher education institution (HEI). It includes developing…

Abstract

Purpose

This study aims to develop and implement an initial framework for assessing progress in lean implementation within an higher education institution (HEI). It includes developing preliminary findings regarding the impacts of lean implementation in the HEI case organization and comparing outcomes from this assessment to outcomes from other published sources.

Design/methodology/approach

Existing literature on lean, particularly in an HEI context, was used to develop a preliminary lean assessment framework for HEIs. Quality and continuous improvement literature were also compared to the proposed assessment framework to further validate the approach. This assessment framework was then utilized to evaluate lean implementation at a large public university (LPU) in the U.S.

Findings

The paper presents the framework as well as the major findings from the Large Public University (LPU)’s assessment. The assessment findings are further compared to other HEI quality measures and lean assessments done in other industries. Overall, the findings suggest that the assessment framework provides valuable insight to HEI organizations implementing lean.

Originality/value

The research intends to support lean assessment standardization efforts by proposing a preliminary lean assessment framework for the HEI, grounded in research trends, research findings, identified gaps in the research, and case study outcomes. To the research team's knowledge, this is the first lean assessment framework proposed for HEIs and also contributes to research gaps related to service industry frameworks and those containing both practices and outcomes. The framework can be used by other researchers as a foundation for additional conceptual and empirical developments on the topic and by researchers and practitioners seeking to understand and assess lean implementation progress in the HEI.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 1
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 13 April 2023

Evangelos Psomas, Efthalia Keramida, Nancy Bouranta and Dimitrios Kafetzopoulos

In times of strong global competition and worldwide economic downturn, there is an imperative need for public services organizations to reform and improve their quality. These…

Abstract

Purpose

In times of strong global competition and worldwide economic downturn, there is an imperative need for public services organizations to reform and improve their quality. These organizations can base their improvement efforts on Lean philosophy. The purpose of this study is to assess the employees’ perceived degree of adoption of Lean principles by public services organizations in Greece. Determining the differences in the perceptions of groups of employees with regard to the adoption of Lean principles by public organizations is also an aim of the study.

Design/methodology/approach

A questionnaire survey was published online, inviting employees of Greek public services organizations to assess the degree of Lean adoption by their organizations, specified on the basis of general principles. A total of 1,022 employees completed the structured questionnaire. Descriptive statistics were applied to assess the degree of adoption of Lean principles by public organizations. The nonparametric Mann–Whitney U Test and Kruskal–Wallis Test were also applied to determine whether there are statistically significant differences in the perceptions of groups of employees with regard to the adoption of Lean principles by public organizations.

Findings

According to the perceptions of employees, Greek public organizations adopt Lean principles to a high extent. However, there is room for further improvement in the degree to which Lean is adopted. Statistically significant differences are observed in the perceptions of groups of employees from different sized organizations, hierarchical levels, skill sets and service subsectors, with regard to the degree of adoption of Lean principles by their organizations.

Research limitations/implications

The employees of the public sector who were invited to respond to the survey through social media, the subjective nature of the data collected and the fact that this is a country-specific study constitute the main limitations of the present study, based on which future studies can be designed.

Practical implications

By determining the strong and weak points of the adoption of Lean principles by Greek public services organizations, suitable managerial initiatives can be undertaken by these organizations to fully adopt Lean, eliminate waste and enhance quality management.

Social implications

Understanding and improving the current status of the adoption of Lean principles by Greek public organizations will influence the services provided to the citizens in terms of time, quality and delivery.

Originality/value

To the best of the authors’ knowledge, this is the first study which provides insights, based on employees’ perceptions, into the adoption of Lean by the public services sector.

Details

International Journal of Lean Six Sigma, vol. 14 no. 7
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 19 January 2024

Premaratne Samaranayake, Michael W. McLean and Samanthi Kumari Weerabahu

The application of lean and quality improvement methods is very common in process improvement projects at organisational levels. The purpose of this research is to assess the…

Abstract

Purpose

The application of lean and quality improvement methods is very common in process improvement projects at organisational levels. The purpose of this research is to assess the adoption of Lean Six Sigma™ approaches for addressing a complex process-related issue in the coal industry.

Design/methodology/approach

The sticky coal problem was investigated from the perspective of process-related issues. Issues were addressed using a blended Lean value stream of supply chain interfaces and waste minimisation through the Six Sigma™ DMAIC problem-solving approach, taking into consideration cross-organisational processes.

Findings

It was found that the tendency to “solve the problem” at the receiving location without communication to the upstream was, and is still, a common practice that led to the main problem of downstream issues. The application of DMAIC Six Sigma™ helped to address the broader problem. The overall operations were improved significantly, showing the reduction of sticky coal/wagon hang-up in the downstream coal handling terminal.

Research limitations/implications

The Lean Six Sigma approaches were adopted using DMAIC across cross-organisational supply chain processes. However, blending Lean and Six Sigma methods needs to be empirically tested across other sectors.

Practical implications

The proposed methodology, using a framework of Lean Six Sigma approaches, could be used to guide practitioners in addressing similar complex and recurring issues in the manufacturing sector.

Originality/value

This research introduces a novel approach to process analysis, selection and contextualised improvement using a combination of Lean Six Sigma™ tools, techniques and methodologies sustained within a supply chain with certified ISO 9001 quality management systems.

Details

International Journal of Quality & Reliability Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-671X

Keywords

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