scholarly journals Healthcare Engineering: A Lean Management Approach

2020 ◽  
Vol 2020 ◽  
pp. 1-17
Author(s):  
Abdallah A. Abdallah
Keyword(s):  
Cycle Time ◽  
Service Sector ◽  
Success Factors ◽  
Healthcare Services ◽  
Dominant Factor ◽  
Management Approach ◽  
Lean Management ◽  
Operational Cost ◽  
Implementation Framework ◽  
Lean Implementation

This work tries to answer the following question: can healthcare be engineered using lean management tools? Lean is known to achieve successful results when implemented in the manufacturing sector. Typical results are operational cost reduction, cycle time reduction, and higher customer satisfaction. The service sector, however, has seen mixed results. For the last two decades, educators and healthcare professionals are trying to implement lean tools in healthcare. Some reported success and many did not, for variety of reasons. In this paper, we search the literature and reveal the special nature of healthcare services, success factors, and barriers facing implementation of lean in healthcare. We then conduct a survey of 18 elite Jordanian hospitals to study the case holistically. Statistical analysis of the survey results confirmed some of what the literature revealed; organizational leadership seems to be the most dominant factor, followed by knowledge of employees about lean, training, and patient satisfaction (customer focus). Another important finding, not captured by the literature, is that lean implementation success depends on educating physicians about continuous improvement and lean and ensuring they are part of the improvement team. Based on the revealed enablers and obstacles, we created a full lean implementation framework. This framework was then used along with selected engineering tools to implement lean in a major hospital successfully. Implementation results showed 60% of reduction in cycle time, 80% reduction in operational cost, and many other benefits.

scholarly journals A framework for effective implementation of lean production in Small and Medium-sized Enterprises

2016 ◽  
Vol 9 (3) ◽  
pp. 786 ◽  
Author(s):  
Amine Belhadi ◽  
Fatima Ezzahra Touriki ◽  
Said El fezazi
Keyword(s):  
Small Businesses ◽  
Success Factors ◽  
Lean Production ◽  
Practical Implementation ◽  
Small Companies ◽  
Implementation Framework ◽  
Lean Implementation ◽  
Study Approach ◽  
Quantum Leap ◽  
Practical Experiences

Purpose: The present paper aims at developing an effective framework including all the components necessary for implementing lean production properly in Small and Medium-sized Enterprises.Design/methodology/approach: The paper begins with the review of the main existing framework of lean implementation in order to highlight shortcomings in the literature through a lack of suitable framework for small companies. To overcome this literature gap, data of successful initiatives of lean implementation were collected based on a multiple case study approach. These initiatives has been juxtaposed in order to develop a new, practical and effective framework that includes all the components (process, tools, success factors) that are necessary to implement lean in Small and Medium-sized Enterprises.Findings: The proposed framework presents many significant contributions: First, it provides an overcoming for the limitations of the existing frameworks by proposing for consultants, researchers and organizations an effective framework for lean implementation in SMEs that allows SMEs to benefit from competitive advantages  gained by lean. Second, it brings together a set of the more essential and critical elements of lean implementation commonly used by SMEs and derived from the practical experiences of them in lean implementation. Finally, it highlights the successful experiences of small companies in implementing lean programs and then proves that lean can give a relevant results even for SMEs.Research limitations/implications: The proposed framework presents a number of limitations and still evokes extension for further researches: Although it was derived from practical experiences of SMEs, the proposed framework is not supported by practical implementation. On the other hand and even though the elements in the proposed framework from the practical experiences of four SMEs, the identified elements need to be generalized and enriching by conducting a survey to identify more elements that are also commonly used in SMEs.Practical implications: Implementing rigorously the proposed framework will help small companies’ managers to improve considerably their organization’s performance and benefits from lean strategies outcomes. Researches and practitioners in small businesses now possess an integral framework for successfully implementing lean strategies.Originality/value: To the best knowledge of the authors, this is the first work that proposes an effective lean implementation framework believed to be easy to understund, practical and suitable for small companies. In short, this study is a real quantum leap to resolve the problematic unanswered of lean implementation in SMEs.

scholarly journals Postgraduate Studies on Lean Management—A Review of Initiatives

2020 ◽  
Vol 10 (8) ◽  
pp. 197
Author(s):  
Mariusz Bednarek ◽  
Aleksander Buczacki ◽  
Lukasz Bielakowski ◽  
Bartlomiej Gladysz ◽  
Mariusz Bryke
Keyword(s):  
Lean Manufacturing ◽  
Success Factors ◽  
Postgraduate Education ◽  
General Level ◽  
Success Factor ◽  
Lean Management ◽  
Successful Model ◽  
Critical Success ◽  
Postgraduate Studies ◽  
Long Time

The article elaborates upon a successful model of postgraduate studies on lean manufacturing. The subject of the research was nine editions of the Kaizen Academy postgraduate studies organized by the Warsaw University of Technology and the Kaizen Institute in the years 2009–2018, that still enjoys interest in the market. A detailed qualitative analysis of this case, followed by a comparative analysis with other post-graduate programs of this type on the national, European, and global level should make it possible to find what is necessary to launch and actively operate for a long time in the (considerably competitive) market of qualification raising programs related to Lean Management (critical success factors). The study has also identified the differences between a successful program, analyzed in detail, and other available programs described in the literature and on the Internet. This has been achieved through a structured analysis of thirty-nine postgraduate programs identified by querying scientific databases and the Google Internet search engine. Best practices and models of postgraduate education on Lean Management have been discussed, and the thirty-nine programs comprising the identified sample have been compared. Considering the very general level of the data available in terms of the organization of postgraduate programs, it has also been assessed if they follow constructivism and experiential learning paradigms. This has been achieved by including the industrial days/visit indicator in the comparison. Given its high value, it has been identified as a success factor of the postgraduate curriculum on Lean Management.

Implementation of lean in IT SME company: an Italian case

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marco Torri ◽  
Kaustav Kundu ◽  
Stefano Frecassetti ◽  
Matteo Rossini
Keyword(s):  
Manufacturing Industry ◽  
Service Sector ◽  
Manufacturing Sector ◽  
Single Case ◽  
Value Added ◽  
Lean Implementation ◽  
Content Type ◽  
Italian Case ◽  
Lean Practices

Purpose In spite of huge advancement of Lean in the manufacturing sector, its advantage in the service sector is not fully investigated. The purpose of this paper is to cover this gap in particular for the information technology (IT) sector through the implementation of the Lean philosophy in a small- and medium-sized enterprise (SME), operating in the IT sector. Design/methodology/approach A case study is conducted and following the A3 model, Lean is deployed in the case company. Data were collected through on-site interviews, waste sources were identified and then countermeasures for their reduction were proposed and adopted. Findings This study reveals that the implementation of the Lean practices in an SME operating in the IT sector offers good operative and financial results, thanks to the higher productivity obtained through the reduction of non-value-added activities. Research limitations/implications This paper reports a single case study, not enough to generalize the results. Moreover, more Lean tools and practices should be tested in IT companies to assess their effectiveness. Practical implications This paper increments the knowledge base for the application of Lean and A3 model outside the manufacturing industry. This paper should assist practitioners and consultants who have the desire to understand a better way of Lean implementation in fast-growing IT industry and in SME. Originality/value Research on Lean implementation in an SME company and in IT sector is scarce. This study aims to assess the efficiency of the adoption of Lean practices following the A3 model. The results could be highly valuable for similar companies (dimension or sector), especially those that are facing transition situations in terms of size and at the same time want to improve their operations performance, efficiency and avoid waste.

Identify critical success factors to implement integrated green and Lean Six Sigma

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mrigendra Nath Mishra
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Comparative Investigation ◽  
Subject Area ◽  
Lean Six Sigma ◽  
Lean Management ◽  
Content Type ◽  
Critical Success ◽  
The Subject

Purpose The purpose of this paper is analysis of Green and Lean Six Sigma, based on the success factors in its use through a well thought-out literature review, is being planned; a framework has been integrated in a productive manner with the Green and Lean and Six Sigma methods so as to incorporate and actualize the execution. Design/methodology/approach The methodology consists of comparative investigation of Green, Lean management and Six Sigma using open written work, essential analysis at data and master experience of the researchers. To achieve this goal, a significant review of the existing literature of the subject area has been done to prepare a framework in view of the critical success factors. A study was arranged and flowed survey from various businesses utilizing John’s Macintosh Project (JMP) statistical software. Findings The paper establishes the distinguishing proof of five success factors with their situational importance and shows that the integrated Green and Lean Six Sigma can drive the organizations to optimize their resources and cost of services or productions. Practical implications A Green and Lean Six Sigma organization would take profits by the use of the proposed framework in an alternate extent of organizations should be dynamic. The organizations should assess their shortcomings and qualities, set needs and perceive objectives for fruitful implementation. Originality/value Suggestions are being made regarding thoughts and methods that would constitute a Green and Lean Six Sigma organization. The suggested framework compare the method for improvements that may occur in organizations while implementation of the Green and Lean management or Six Sigma.

scholarly journals Lean Management Implementation in Small and Medium Sized Companies – A Success Case Study in a Manufacturing Process

2021 ◽  
Vol 13 (1) ◽  
pp. 88-121
Author(s):  
Fernando Romana
Keyword(s):  
Cultural Change ◽  
Value Chain ◽  
Success Factors ◽  
Value Added ◽  
Global Market ◽  
Medium Size ◽  
Management Approach ◽  
Operational Flow ◽  
Special Relevance

Abstract Objective: The aim of this paper is to understand a production system of a forging and presses structure of a centenary factory in terms of a cultural change on the management approach. Methodology: The study was focused on many aspects such as the pieces production lead time, a time study of the setups, the Overall Equipment Effectiveness determination for the Computer Numeric Control machinery and an analysis of the production cells operational flow. Findings: For the aspects that were analysed during the study, the problems are identified, and the root causes determined. At the end of the assessment stage Lean tools and concepts for fixing the problems were proposed, like new rules for production planning, setups procedures, 5S toll usage and a Lean implementation plan that is adapted to the company. Value Added: The high industrial competitivity has dictated the development for this sector that – allied with the inconstant and unstable economic environment – makes the companies very vulnerable and highly dependent of the global market. This is a concern of special relevance for the Small and Medium Size companies that are increasingly adopting Lean solutions to continuously improve their operational value chain and the management approach, for a more systemic way of thinking. Recommendations: For some of the solutions an impact study with their implementation was made. An analysis of the success factors proposed in the literature that were verified during the assessment stage of the case study was performed as well.

scholarly journals A LEAN MANAGEMENT APPROACH FOR THE ROMANIAN TEXTILE AND CLOTHING INDUSTRY

2019 ◽  
Vol 9 (2) ◽  
pp. 21-31
Author(s):  
Adriana DIMA ◽  
◽  
Ruxandra DINULESCU ◽  
Keyword(s):  
Lean Manufacturing ◽  
Textile Industry ◽  
Systematic Approach ◽  
Continuous Process ◽  
Value Added ◽  
Process Industry ◽  
Clothing Industry ◽  
Management Approach ◽  
Lean Management ◽  
Reducing Costs

Lean management represents a systematic approach used for identifying and eliminating waste and non-value added activities from different industries, including the textile industry. Even if the lean manufacturing concept has shown important results in continuous process industry, the textile industry represents a good area for implementing this methodology targeting as a main objective the action of eliminating waste, thus reducing costs and therefore, increasing productivity. Being a customer oriented process, the system has the ability to eliminate a significant part of waste from the Romanian textile industry. As a result, this is an incipient study aimed to present the benefits of implementing Lean Management in the Romanian textile industry, through its improvement tools, as well as presenting a theoretical economic impact for a textile company. Also, taking into consideration that Lean Management is not yet applied in the Romanian textile field, the study will present a part of the areas which would need the Lean implementation, as well as further actions to be taken in order to improve productivity in textile industry.

scholarly journals The Application of Lean Management in the Management of the Psychiatric Care System in the Regional Model of Psychiatric Care in Denmark (the Region of Zealand)

2018 ◽  
Vol 56 (1) ◽  
pp. 59-73
Author(s):  
Iwona Mazur ◽  
Anna Depukat ◽  
Joanna Jończyk ◽  
Piotr Karniej
Keyword(s):  
Success Factors ◽  
Psychiatric Care ◽  
Large Degree ◽  
Economic Benefits ◽  
Point Of View ◽  
Care Organization ◽  
Lean Management ◽  
Organizational System ◽  
Conducting Research ◽  
Care System

Abstract The aim of the article is to present the application of the lean management method as appropriate for the management of the organizational system of psychiatric care in the Zealand region of Denmark. The organizational solutions of the Danish psychiatric care system presented in this paper are individualized and adapted to the regional needs of the residents. In Denmark, there are five administrative regions, in which each independently organizes its own system of medical (psychiatric) care. This means that the regions have considerable independence in choosing the acceptable and necessary methods of management, including – as is clear from the conducted research – the use of methods put-upon other areas of economy. Although the national laws in Denmark define certain conditions and guidelines for the functioning of psychiatric care (e.g. regarding the use of direct coercion/restrains for patients treated in the centres), there is a distinct separation of structures and methods of functioning throughout the whole country, which constitutes unique observation material – from the cognitive point of view. The authors of this paper conduct extensive research and analyse the systems of psychiatric care organizations in various countries (including Spain, Italy and Japan) and, as a result, the obtained results may lead to the selection of the best models from other systems (good organizational practices and management, the management methods in use), which can be applied in the currently reorganised system of the Polish psychiatric care. The choice of Denmark for the observational study is not accidental and is related not only to the fact that there is a large degree of systemic identity within the country and between the regions, but also because the country applies solutions addressed to patients with very different cultural conditions and needs, resulting from their descent, religion, and (world)-views. Denmark is one of those European countries that express a significant acceptance of diversity and tolerance, which is why communities with very different imponderables, denominations, and worldviews co-exist. In the area related to the organization of the psychiatric system, these conditions are of key importance. In the period from January 2015 to December 2017 the authors participated in study visits in Denmark, conducting research aimed at identifying the key success factors of the psychiatric care organization system in the country. The conducted analysis is also based on the analysis of literature and own and participant observations. The conclusions concerning this subject are also the result of interviews conducted with employees of the visited hospitals and system users, both professionals and patients. As the search for an optimal organizational model of psychiatric care is currently an ongoing concern in Poland, it seems justified to review the existing solutions in Europe and perform their critical analysis. A comparison of the adopted solutions was performed, in the context of, above all, the improvement of the quality of these services, their availability, and the satisfaction of patients and their families from the proposed organizational changes. The economic benefits of these solutions are also significant.

scholarly journals Lean management in health care: a review of reviews of socio-technical components for effective impact

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marta Marsilio ◽  
Martina Pisarra
Keyword(s):  
Health Care ◽  
Implementation Process ◽  
Management Approach ◽  
Lean Management ◽  
Impact Measurement ◽  
Content Type ◽  
Four Dimensions ◽  
Support Organization ◽  
Review Of Reviews

PurposeThe aims of the implementation of lean management in health care are to improve quality of care, to eliminate waste and to increase efficiency. The purpose of this study is to contribute to the advancement of knowledge by investigating which main socio-technical factors are considered to be effective for the implementation and management of lean initiatives.Design/methodology/approachA systematic review of literature reviews on lean management in health care was conducted. The components of the socio-technical system are identified by moving from the socio-technical drivers that support organization-wide quality improvement practices and the lean implementation process in health care. The impacts of lean management are classified using the internal processes, patient, learning and financial dimensions.FindingsThe 28 reviews retrieved confirm the current and increasing interest in lean management. While more than 60% of them call for a system-wide approach, system-wide implementations have rarely been observed, and, instead, adoption in isolated units or departments, or the use of single techniques and tools, prevails. The most commonly investigated socio-technical components are organizational structure, techniques and tools and organizational culture and strategic management. Significant impacts are reported for all the four dimensions. Nonetheless, the review reveals that there is still a lack of evidence on the sustainability of lean results and a need for a standardized impact measurement system.Originality/valueThis work stands out as the first review of reviews of how the socio-technical components of the lean management approach obtain positive impacts within the patient, internal processes, learning and financial dimensions.

scholarly journals A Model to align the organizational culture to Lean

2018 ◽  
Vol 11 (2) ◽  
pp. 207 ◽  
Author(s):  
Mehrsa Taherimashhadi ◽  
Imma Ribas
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Evaluation Model ◽  
Structured Interviews ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Lean Transformation

Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.  

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