Effects of Lean Management Practices on Competitiveness of Grain Milling Firms in Uasin Gishu County-Kenya

Abstract Background Lean management practices are increasingly used in hospitals. However, their impacts on staff have not been systematically synthesised. This scoping review aims to synthesise the evidence on the effects of Lean Management practices on frontline healthcare professionals. Methods A search was conducted in February 2020 on multiple databases to identify relevant sources. Studies had to satisfy the following inclusion criteria to be considered: published in English or French, peer-reviewed, empirical, studied the use of Lean in a healthcare setting and focused on its impacts on frontline workers. The studies included were heterogeneous in terms of participants. Findings were coded and classified using a thematic analysis. The quality and methodological rigour of the reviewed articles were assessed to establish a level of confidence in their findings. Results Of 998 identified articles, 17 were included in the review. The findings were coded into four themes: (1) Morale, motivation and job satisfaction (n = 9, 2) work intensification, job strain, anxiety, stress and dehumanisation (n = 7, 3) teamwork, communication and coordination (n = 6); and (4) learning, innovation and personal development (n = 3). Overall, the articles reported positive (n = 11), negative (n = 3) and mixed (n = 3) impacts of Lean on frontline healthcare professionals. Conclusion This review is the first to synthesise and highlight the gaps in the existing literature examining the impacts of Lean on frontline health professionals. The review revealed a range of both positive, negative and mixed effects, and points to the need for more empirical research to identify the underlying reasons leading to these outcomes.

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Lean Management Practices’ Effects on Brazilian Firms: A Quantitative and Qualitative Analysis

Journal of Contemporary Research in Business, Economics and Finance ◽

10.33094/26410265.2021.33.84.108 ◽

2021 ◽

Vol 3 (3) ◽

pp. 84-108

Author(s):

Filipe Lage de Sousa ◽

Mauricio Canêdo-Pinheiro ◽

Bernardo Pereira Cabral ◽

Glaucia Estefânia de Sousa Ferreira

Keyword(s):

Management Practices ◽

Management Practice ◽

Cost Effective ◽

Lean Management ◽

Short Term ◽

Firm Level ◽

Basic Principles ◽

The Impact ◽

Innovation Outcomes

One of the key drivers for a firm's productivity growth is management. One lean management practice considered cost-effective is Kaizen. Originally from Japan, the Kaizen basic concept is continuous improvement with the involvement of the full workforce. Using a firm-level dataset from Brazil's innovation and manufacturing surveys, this paper evaluates quantitatively whether Kaizen has impacted the performance of domestic firms. Our initial results suggest a productivity premium on Kaizen adopters, yet when it materializes is not detectable in the short term. Moreover, the impact on innovation is observable after Kaizen implementation. Understanding these outcomes with a qualitative approach, our analysis highlights the importance of Kaizen on innovation, especially by improving worker's time at the production line as well as the long-term vision of Kaizen on productivity. In summary, Kaizen is not a magic wand that improves firms’ performance in a wide array of indicators yet it may boost innovation outcomes in the short term aiming to improve productivity in the long term if it is implemented carefully and persistently, as established by its basic principles.

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The decentered translation of management ideas: Attending to the conditioning flow of everyday work practices

Human Relations ◽

10.1177/0018726719897967 ◽

2020 ◽

pp. 001872671989796

Author(s):

Lotta Hultin ◽

Lucas D Introna ◽

Magnus Mähring

Keyword(s):

Management Practices ◽

Organizational Practices ◽

Work Practices ◽

Lean Management ◽

Theoretical Understanding ◽

Everyday Work ◽

Social Anthropologist

Based on a study of Lean management practices at the Swedish Migration Board, we develop a novel theoretical understanding of the translation of management ideas. We show how translation, rather than being reduced to a network of human intentions and actions governing the transformation of organizational practices, can instead be understood as a historically contingent, situated flow of mundane everyday work practices through which social and material translators simultaneously become translated, conditioned to be and act in certain ways. We show how prior actor-centric accounts of translation of management ideas can be understood as performative consequences of a conceptual vocabulary inherited from Callon and Latour. Contrasting this, the non-actor-centric vocabulary of social anthropologist Tim Ingold allows us to background the intentional human actor and foreground the flow of mundane, situated practices. In adopting this vocabulary, we capture how the flow of practices conditions subjects and objects to become enacted as well as act, and develop an understanding of translation as occurring within, rather than distinct from, these practices. In essence, our novel view of translation emphasizes how management ideas are radically unstable, and subject to alteration through the flow of practices rather than as a result of deliberate implementation efforts.

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Improving the Efficiency of Highway Construction Project Management Using Lean Management

Sustainability ◽

10.3390/su11133646 ◽

2019 ◽

Vol 11 (13) ◽

pp. 3646 ◽

Cited By ~ 1

Author(s):

Wu ◽

Zhao ◽

Ma ◽

Yang

Keyword(s):

Construction Projects ◽

Management Practices ◽

Highway Construction ◽

Project Managers ◽

Management Technique ◽

Lean Management ◽

Management Tools ◽

Complex Projects ◽

The One ◽

High Level

The construction industry is often ranked top in producing the largest amount of waste during a project, be it the waste of material resources or the waste of manpower. This has elevated the need for an improved and more structured management technique. This study will look into the principles and practices of lean management pertinent to highway construction projects to analyze whether lean management practices can improve the management efficiency for complex projects. This study adopted a quantitative approach, and a linear regression model has been used to investigate correlations between the lean test factors and the efficiency-dependent variables. It was found that lean management tools that are used repeatedly and the ones that require a high level of detailing are positively associated with efficiency improvement in highway construction projects. In particular, LPS, JIT, and VM were found to be more commonly used in highway construction projects. The research results will aid in the initial decision-making process of the project managers, as they will be able to map different lean tools with their benefits and limitations and then select the one that best suits the project needs and deliverables. Future studies can adopt the interpretivism paradigm to explore new theories and concepts related to highway construction management.

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An Assessment of Lean Design Management Practices in Construction Projects

Sustainability ◽

10.3390/su12010019 ◽

2019 ◽

Vol 12 (1) ◽

pp. 19 ◽

Cited By ~ 1

Author(s):

Rodrigo F. Herrera ◽

Claudio Mourgues ◽

Luis Fernando Alarcón ◽

Eugenio Pellicer

Keyword(s):

Design Process ◽

Construction Projects ◽

Management Practices ◽

Stakeholder Management ◽

Descriptive Analysis ◽

Design Management ◽

Design Phase ◽

Lean Management ◽

Management Planning ◽

Planning And Control

Evidence exists for the application of lean management practices in the design process. However, there is no systematic review of this type of practice that links the design management practices to the lean construction principles. There is no tool to assess the level of use of lean design management practices in construction projects either. Therefore, this paper aims to assess the lean management practices that are performed at the design phase of construction projects. The research was divided into a literature review of design management practices; a validation of lean design management practices with a practice–principle relationship, based on an expert survey; the devolvement of a tool (questionnaire) to evaluate the lean design management practices; and an assessment in 64 construction projects (coherence, reliability, correlation, and descriptive analysis). It is concluded that evidence exists for the implementation of 19 lean design management practices. These practices are grouped into three categories: stakeholder management, planning and control, and problem solving and decision making. Additionally, in the assessment of the 64 projects, it can be observed that the lean design management practices are at initial levels of implementations, so there is a significant development gap. This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices.

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Lean Management Approach to Reduce Waste in HoReCa Food Services

Resources ◽

10.3390/resources9120144 ◽

2020 ◽

Vol 9 (12) ◽

pp. 144

Author(s):

Bartłomiej Gładysz ◽

Aleksander Buczacki ◽

Cecilia Haskins

Keyword(s):

Case Studies ◽

Food Waste ◽

Management Practices ◽

Theory And Practice ◽

Management Approach ◽

Lean Management ◽

Food Services ◽

Operational Costs ◽

Restaurant Management ◽

Service Businesses

A significant share of food waste originates in the food services domain and HoReCa (hotels, restaurants, catering) sector. Organizational improvements leading to the decrease of food waste and costs in restaurants are needed. The literature reports on applications of lean management in service businesses, and while food services belong in this category, the literature contains few works on specific applications in this domain. Those studies are limited mainly to economic aspects. Nor was there evidence of the applicability of lean management to achieve food waste elimination. This article analyzes the applicability of lean management methods for food services in order to achieve efficient operations and eliminate food waste, based on a literature review and three case studies from Poland. Lean management was found to be useful in these cases to decrease food waste and reduce operational costs. The case studies suggest a set of activities for organizations delivering food services to streamline their processes by applying lean management practices. This study contributes to the theory and practice of sustainable restaurant management.

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