Implementation Of Lean Initiatives Research Articles

Characterising project management of lean initiatives in industrial companies — crossing perspectives based on case studies

Abstract The paper mainly aims to characterise project management (PM) practices of industrial Lean initiatives by analysing and comparing three main topics: PM approaches, PM teams, and project alignment with the company’s strategy. This research encompasses two exploratory industrial case studies with an extensive literature review. Key professionals were interviewed to obtain an in-depth vision of the field. The study results allowed characterising project management practices of industrial Lean initiatives in industrial companies based on the following dimensions: 1. Understand the needs; 2. Find a suitable team; 3. Use visual tools; 4. Apply a continuous improvement (CI) approach; 5. Identify KPIs for the context; 6. Get support from the top management. This work fills a gap related to studying the PM practices applied during the implementation of Lean initiatives, proposing a schematic representation of PM variables and actors in industrial Lean initiatives. Identifying the main variables and actors that industrial companies use to develop Lean initiatives can be insightful for Lean practitioners in the context of project management.

Understanding resistance in lean implementation in healthcare environments: an institutional logics perspective

While lean thinking has been used in healthcare for almost two decades, its efficacy has been debated extensively by researchers and practitioners alike. This ongoing debate is largely due to the varied results of its implementation; and resistance to change is considered to be the primary reason behind this variation. This study adopts an institutional logics perspective to analyze the nature of this resistance by drawing attention to how clinical staff make judgements about the appropriateness, acceptability and legitimacy of lean thinking. To conceptualize resistance, a systematic literature review based on 33 published studies depicting lean implementations was conducted, which helped to develop a nuanced understanding of resistance and its causes. Subsequently, 47 semi-structured interviews were undertaken with Quality Improvement managers regarding their experience with implementing lean thinking in 15 New Zealand District Health Boards. These interviews were used to identify and evaluate strategies used to minimize resistance within the implementation of lean initiatives in healthcare organizations. The findings of this research suggest that typically there are three strategies adopted by quality improvement managers—(1) communication strategies to create a better narrative for lean implementation; (2) cooperation strategies, which encourage the adherents of lean and medical logics to work together on shared problems, creating opportunities for them to learn about other logics; and (3) performance management strategies with the help of incentives and commitment devices to create a supportive environment for lean implementation. Together, these strategies work to improve the availability, accessibility, and activation of lean thinking logic in healthcare.

Assessing lean implementation and benefits within Indian automotive component manufacturing SMEs

PurposeThe purpose of this paper is to investigate the status of lean manufacturing in Indian automotive sector, component manufacturing industries in terms of lean adoption, benefits, motivation, and challenges of implementing lean manufacturing practices.Design/methodology/approachThe research objectives were achieved by conducting a qualitative multicase study approach. Fourteen Indian automotive component manufacturing small and medium-sized enterprises (SMEs) were chosen based on their different product offerings as well as differing approaches to the introduction and implementation of lean initiatives. Data were collected through in-depth, semistructured interviews supported by shop-floor observations.FindingsThe findings from the present study suggest that some of the participating automotive component manufacturing SMEs have a relatively good understanding of lean concepts and philosophy. However, there is room for further improvement for most SMEs. Major top five lean practices being implemented were found to be cellular manufacturing, total productive maintenance, 5S, work standardization, and quality management practices. Also, leadership and organizational culture were found to be crucial factors for the success of lean manufacturing.Research limitations/implicationsThe fact that the data collected for the research study is based on subjective business evidence obtained from company representatives comprises the main limitation of the present study. So, the results should be considered with caution, as far as the lean adoption in Indian automotive component manufacturing sector is concerned.Practical implicationsBased on the present study, suggestions can be made regarding the successful adoption of lean principles, not only for the participating SMEs but also for the whole of the automotive component manufacturing sector. More specifically, by determining the strength and weakness of automotive component manufacturing SME's effort to adopt lean, suitable managerial initiatives can be undertaken by these companies as well as the whole sector to fully adopt lean and derive the respective benefits.Originality/valueThis paper explores the status of lean adoption in Indian automotive component manufacturing SMEs. Considering the unique characteristics of the automotive component manufacturing industry, the present research would be helpful for making strategies to implement lean in automotive component manufacturing industry setups.

Lean implementation and a process approach – an exploratory study

PurposeThis paper proposes, that without acknowledging that lean adoption needs to reach beyond the shop floor, it cannot be sustained, and neither is the transformation into a truly lean enterprise possible. The purpose of this paper is to address the gap in the scientific knowledge regarding the challenges of lean adoption in manufacturing organizations. The underlying assumption is that successful and sustainable adoption of lean should be approached from the perspective of business process change (BPC). By applying the logic of BPC to manufacturing environments, and by exploring the opportunities for lean implementation that reach far beyond manufacturing, the study is expected to contribute to the development of the existing knowledge.Design/methodology/approachThe research objectives were achieved by conducting the qualitative case study. Two case companies were chosen based on their differing approaches to the introduction and implementation of lean initiatives. Data were collected through in depth, semi-structured interviews supported by shop-floor observations.FindingsThe paper provides insights into how can lean implementation be facilitated while a systematic, BPC is utilized. By contrasting the two cases, meaningful conclusions were drawn and certain managerial implications outlined.Originality/valueThis paper presents a new approach to lean implementation and aims to bridge both the theoretical and empirical gaps between the concepts of lean implementation and business process management.

A comparative study of Lean implementation in higher and further education institutions in the UK

Purpose – The purpose of this paper is to investigate and understand the differences that exist between educational institutions in the methods and practices employed in the development and implementation of Lean projects. Whilst many Higher Education Institutions (HEIs) are now starting their journey towards effectively implementing Lean, Further Education Institutions (FEIs) have treaded this well worn path many years previously and so the aim of this paper is to find what key features and issues FEIs have put in place to assist them in implementing Lean projects and whether HEIs can learn from such institutions. Design/methodology/approach – The paper applies two research methods in an attempt to understand the differences between the institutions and hence understand the key features that can be used to better implement Lean initiatives. First, through a series of focus groups, the authors employ a low-level form of Group Consensus Theory in an attempt to understand the organisational dynamics surrounding the adoption of Lean. This is used to understand whether Lean improvement teams within FEIs implement such initiatives with the autonomy and support from senior management. Second, the same group members, detailed interviews were held in order to identify further and more specific information around the tools and techniques employed in the implementation of Lean initiatives in both HEI and FEIs. Findings – The study found that although FEIs had much more experience in the design, development and implementation of Lean initiatives, the organisational infrastructure and dynamics towards driving Lean in FEIs was less well embedded in to the culture of the respective institutions than first thought and, that Lean had been developed and driven initially by a consultancy-based approach and around a tool-driven mentality. It was seen that whilst HEIs were generally slower in getting off the mark, there seemed to be more enthusiasm and willingness to drive such initiatives forward and in a more systematic and holistic manner even though some of the projects were in their very early stages of implementation. Research limitations/implications – Whilst this work provides key information on how Lean initiatives are implemented across different institution types, the work has only looked at a very small sample of two teaching focused HEI and two FEIs. The work will need to be extended much more widely to incorporate a larger set of HEIs (both research and teaching focused) in order to provide a more complete map of Lean development in HEIs. Practical implications – The aim of the paper is to provide Lean project leaders in HEIs with some additional key insights towards the cultural and organisation dynamics that exist in educational institutions other than HEIs in order to assist them in developing further and more comprehensive Lean programmes. Originality/value – This paper is the first of its kind to study the organisational and cultural dynamics that exist between differing educational institutions in their approaches towards the implementation of Lean and business improvement programmes. The key features highlighted in this work raise important issues regarding the need and importance of developing team dynamics around project implementation.

Lean in a community learning disability service

This article describes an evaluation of staff members’ perspectives regarding the implementation of a pilot Lean initiative in a community learning disability service within the West Midlands. The evaluation aimed to develop an understanding of staff experiences of Lean implementation including staff perceptions of the benefits and challenges of implementation and their recommendations for improvements to Lean within the service. The methodology employed was a survey design in which a questionnaire was administered to 28 staff members directly involved in the implementation of Lean initiatives. The questionnaire incorporated closed questions which enabled analysis pertaining to frequencies and comparisons between participant responses and open questions which enabled identification of emergent themes in the data. The findings indicated staff members have mixed opinions towards Lean implementation; benefits of implementation were improved team working, tracking of referrals and service planning. The challenges to implementation were a lack of understanding of Lean; duplication of processes; implementation of a standardised referral process; and constraints of meetings and recording information. The results are discussed in relation to the facilitating factors and obstacles faced during implementation.