scholarly journals Lean Thinking in Banking Industry: Waste Identification on Credit Disbursement Process

2018 ◽  
Vol 73 ◽  
pp. 07004
Author(s):  
Rizkya Indah ◽  
Syahputri Khalida ◽  
M Sari Rahmi ◽  
Siregar Ikhsan

Waste is not only found in the manufacturing industry but also in the service industry, especially in banking industry. This paper describes a comprehensive lean approach applied to the banking industry. Lean in banking industry is used to find waste along the flow of value. This paper focuses on finding waste in consumer loan disbursement process by classifying consumer credit loan activity into value added activity, necessary but non value added activity, and waste. Process Activity Mapping is used to describe all activities in consumer credit disbursement waste identification. The identification shows that total time of consumer credit disbursement activities is 7,461 minutes equal to 15,54 days. This means the average time required to complete the consumer credit process starts from the documents receipt to the disbursement of credit is 15,54 working days. Failure Mode and Effect Analysis (FMEA) is used to decide the level of factor causing waste. The results of FMEA shows the length of time required for consumer loan disbursement due to verification repetition process and waiting time of documents to processed.

2020 ◽  
pp. 479-498
Author(s):  
Hilal Hurriyet ◽  
Dilupa Nakandala

This chapter analyses the evolution of lean thinking and its widening applications from its origin of the manufacturing industry towards the other industries with the emphasis on how organizations could learn from lean thinking for achieving improved performance of innovation processes. Based on the degree of novelty, uncertainty and complexity associated with innovation processes, direct adoption of lean thinking for optimization is considered to be challenging. We discuss that organizations need to realize that there are opportunities for lateral learning from lean applications that have benefited systematic repetitive processes such as manufacturing by adapting to innovation processes through identification and shedding of non-value added activities. By identifying several lean innovation approaches in practice for optimizing innovation process, we stress the need and opportunity for the adaptation of lean thinking to cater the special characteristics of innovation processes.


2020 ◽  
Vol 10 (6) ◽  
pp. 160
Author(s):  
Silvia Martínez Sanahuja

Lean Thinking is a methodology based on improving the efficiency of productive processes by removing non-value-added issues. This methodology was firstly applied in the manufacturing industry, but it has also been applied to many service companies, bringing very good results. In the last decade, some works have tried to research the adaptation of Lean principles and practices to teaching, especially in technology and other STEAM subjects. In this sense, the aim of this work is to deepen this new trend by establishing what issues are non-value-added (waste) ones in education and classifying these kinds of waste in order to be able to analyze how to eliminate them. For this purpose, we adapt the classification made in other kinds of processes and extend other authors’ findings regarding this topic.


2021 ◽  
Author(s):  
Sam Ataei

For many years, productivity improvement through value stream mapping and simulation has been studied in manufacturing industry where the flow of materials is visible and the work can be standardized. In recent years, the service industry has become a new arena for lean operations. Within the service industry, client-based companies have distinct challenges in streamlining their process, as it may not be feasible to standardize the needs of different clients. This thesis focuses on a case from a client-based company in the area of graphic communications and brand point management services. The thesis examines the application of lean principles towards a set of subjective processes and provides directions for improving productivity. Some lean methods utilized in the study include creating process flows, conducting operator interviews to back-up the process flow, collecting data such as processing time and creating a detailed values stream map of the retail packaging process in order to analyze any necessary areas of improvement. Value stream mapping has been used to identify the areas where the non-value-added tasks can be reduced, and simulation models have been used to imitate and predict the company's different scenarios in dealing with bottlenecks, different kinds of wastes, and to assess potential areas for improvements. The analysis of results indicates that it is necessary to have two different streams of the processes; one for a team-based job and another one for a non-team-based job. The proper touch points from each department have been found and value-added and non-value added times have been determined in order to create the current-state. Furthermore, future-states have been created with some recommendations kept in mind to validate the time savings. The results have been verified through a simulation analysis.


2022 ◽  
Vol 18 (1) ◽  
pp. 101-131
Author(s):  
Komang Adhi Restudana ◽  
Gede Sri Darma

  Pharmacy services in a hospital are an inaccessible part of the hospital services as a whole. The accumulation of prescriptions in the pharmacy will cause the prescription process to be long and long, which has an impact on customer waiting times, which of course will have a major impact on customer satisfaction. From the standard time set as Quality Indicators at Bali Jimbaran Hospital, namely: drug processing at the outpatient pharmacy of Bali Jimbaran Hospital is 60 minutes of concocted drugs, 30 minutes of non-concocted drugs. The purpose of this research is to identify activities starting from the input, process and results generated through the Lean approach. The method used is an observational action process research, using lean methods to photograph the outpatient pharmacy service process flow through document review, direct interviews, interviews. The result of the research is an improvement in waiting time, it can be seen that the NVA activities can be eliminated by 66% and VA activities show an increase of 44%. With the many activities that are VA and the elimination of NVA activities, it will accelerate the process of outpatient pharmacy services at the Bali Jimbaran Hospital and improve customer satisfaction, which can be seen from the decrease in customer complaints against outpatient pharmacy services by up to 50%, which was previously 80%. Keywords: Lean, Pharmacist, Waiting time, Value Added, Non-Value Added


2018 ◽  
Vol 13 (04) ◽  
Author(s):  
Christanty J R Muskitta ◽  
Jenny Morasa ◽  
Stanly Alexander

The creation of an increasingly advanced business world it affects the increasingly fierce business competition. This competition not only occurs in the manufacturing industry but also in the service industry. In order to survive and win the competition, the hotel must increase its competitive advantage with the efficiency of managing the activity without reducing the quality provided to the customer. Activity Based Management is a method to improve efficiency. The purpose of this research is to try to apply activity based management method to improve efficiency at Hotel Gran Central Manado by identifying activity after that in analysis including activity not value added, eliminated so that can be reduced. The method used is descriptive method. The result of the research by applying activity based management method, found in room division of activity which is not added value and doing cost reduction that is not added value so that the efficiency increase without reducing the quality of service given to the customer.Keywords : Activity Based Management, Activity, Efficiency


2019 ◽  
Vol 07 (04) ◽  
pp. 1950017
Author(s):  
Houkai WEI ◽  
Songji WANG

Industrialization is a long-term process of spiral transformation and upgrading. In a broad sense, industrialization can be divided into two stages, i.e. shallow industrialization and deep industrialization. The first stage refers to a process of expansive industrialization aiming to increase the proportion of industry, while the second stage refers to a process of contractive industrialization centered on improvements in industrial quality and competitiveness, to which the shallow industrialization is transformed and upgraded. In fact, the industrialization stages divided according to traditional theories, i.e. early stage, middle stage and late stage, are only for achieving the goals of shallow industrialization, instead of ultimately completing the developmental tasks of industrial economy. The transforming and upgrading from shallow industrialization to deep industrialization is an essential stage for a major country to enhance its development quality and competitiveness of industrial economy. So far, China has not fully industrialized. In the context of unbalanced and inadequate industrial development, China has seen a rapid decline in the industrial value-added and employment proportions in recent years, prematurely showing the features of rapid excessive de-industrialization in all respects. China’s current excessive de-industrialization is not only attributed to the impulse of rushing into mass actions in industrial upgrading, but also resulting from the combined effects of multiple factors such as surging factor prices and overcapacity at the current stage, exerting serious negative impacts on China’s economic growth, productivity improvement, development of modern service industry and transfer of agricultural labor force. In a long period of time ahead, considering the need to improve the quality of industrialization and the relationship between industry and services, real economy and virtual economy, the industry dominated by advanced manufacturing industry is still China’s major impetus for driving the medium–high rate of sustained and stable economic growth. Advancing deep industrialization remains a long and arduous task. Therefore, it is required to get rid of the misunderstanding caused by traditional theories and thinking, reconsider the importance of industrialization, implement the strategy of deep industrialization and prevent excessive de-industrialization. The specific measures include: expedite the promotion of deep industrialization in the developed regions of Eastern China, build a group of advanced manufacturing bases in Central and Western China and facilitate an in-depth integrated development of advanced manufacturing industry and modern service industry.


Author(s):  
Hilal Hurriyet ◽  
Dilupa Nakandala

This chapter analyses the evolution of lean thinking and its widening applications from its origin of the manufacturing industry towards the other industries with the emphasis on how organizations could learn from lean thinking for achieving improved performance of innovation processes. Based on the degree of novelty, uncertainty and complexity associated with innovation processes, direct adoption of lean thinking for optimization is considered to be challenging. We discuss that organizations need to realize that there are opportunities for lateral learning from lean applications that have benefited systematic repetitive processes such as manufacturing by adapting to innovation processes through identification and shedding of non-value added activities. By identifying several lean innovation approaches in practice for optimizing innovation process, we stress the need and opportunity for the adaptation of lean thinking to cater the special characteristics of innovation processes.


2015 ◽  
Vol 65 (s2) ◽  
pp. 131-144
Author(s):  
Zaixu Zhang ◽  
Chunqing Jin

In the economic growth process when China joined in WTO, internationalized operation has become an inevitable issue. Under the new normal economic condition, including the cut offtariffs on imported goods, businesses in China have realized the importance of enhancing the overall brand image, quality of products and services, and the international compatibility. Businesses of China need to develop creative and high-value-added products, and shall be able to rapidly change to satisfy market requirements to distinguish themselves from other products. It is the way of creating a new pattern of upgrading. It is the market-orientated development that is a primary condition for enterprises to adapt to the rapidly changing environment, keeping growth and attracting customers, acquiring competitive advantages, and creating excellent value for customers. It reveals the fact that in the future, businesses must change the focus from product to market needs. It is the marketorientation which could generate the competitive strength to resist competitors. The research involves in total 45 international enterprises, which are distributed with the questionnaires. There are totally 124 and 107 copies of questionnaires retrieved from manufacturing industry and service industry, with valid retrieval rates of 54% and 46%, respectively. The research results show that: 1. there is positive effect of market orientation on breakthrough innovation, 2. there is positive effect of breakthrough innovation on organizational performance, and 3. there is positive effect of market orientation on organizational performance. Based upon the results, some suggestions are proposed in this study, expecting to help international enterprises develop market orientation, enhance breakthrough innovation, and improve organizational performance.


2021 ◽  
Vol 36 (4) ◽  
pp. 607-625
Author(s):  
Mohamedou Nasser dine ◽  
Tengku Munawar Chalil

This study examines how backward linkages (foreign value added [FVA] exports) and domestic value-added (DVA) exports impact industry-level labor productivity and employment in Japan by estimating a static and dynamic panel model using data drawn from the World Input-Output Dataset and Socio-Economic Accounts. We find that the domestic content of trade is a key driver of productivity and employment in Japan for all industries, while backward linkages lead to declining productivity and foster labor displacement. A sectoral analysis reveals that productivity benefits most of the backward linkages and domestic value-added exports in the manufacturing industry but weakens as the backward linkages increase in the service industry. We find that the DVA exports variable promotes employment, whereas the FVA variable displaces it.


2021 ◽  
Author(s):  
Sam Ataei

For many years, productivity improvement through value stream mapping and simulation has been studied in manufacturing industry where the flow of materials is visible and the work can be standardized. In recent years, the service industry has become a new arena for lean operations. Within the service industry, client-based companies have distinct challenges in streamlining their process, as it may not be feasible to standardize the needs of different clients. This thesis focuses on a case from a client-based company in the area of graphic communications and brand point management services. The thesis examines the application of lean principles towards a set of subjective processes and provides directions for improving productivity. Some lean methods utilized in the study include creating process flows, conducting operator interviews to back-up the process flow, collecting data such as processing time and creating a detailed values stream map of the retail packaging process in order to analyze any necessary areas of improvement. Value stream mapping has been used to identify the areas where the non-value-added tasks can be reduced, and simulation models have been used to imitate and predict the company's different scenarios in dealing with bottlenecks, different kinds of wastes, and to assess potential areas for improvements. The analysis of results indicates that it is necessary to have two different streams of the processes; one for a team-based job and another one for a non-team-based job. The proper touch points from each department have been found and value-added and non-value added times have been determined in order to create the current-state. Furthermore, future-states have been created with some recommendations kept in mind to validate the time savings. The results have been verified through a simulation analysis.


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