Lean Management Philosophy Research Articles

Using Kanban to Improve Indonesian Health Coverage Patient Task Id at Astrini Hospital Wonogiri

Introduction: Hospital is a complex industry organization comprises providers, therapies, physical location, technology and innovation. Digital transformation from Indonesian Health Coverage making us to give their patient excellence health service. For maintain our team to give patient best quality service excellence, we aplicated one of tool lean management such as kanban Purpose: to see either kanban is effective way to evaluate and improve our quality service delivery Method: We made kanban board from discussion within our team include, director, head divison, manager and staff. After we settle it, we choose which item in backlog going to in progress for first week until foruth week. we done it one by one and if there blocked that we can't achive about the item in backlog collum we will move it to blocked colloumn. Result: As lean management philosophy, we must correct our process and eliminate waste. Under supervising. from 30 October - 6 november 2023 our score just 38 -39%. after 4 weeks use kanban, our score imprvoe to above 90%. We make change in our workflow and it's an effective way. Conclusion: Kanban with kanban board is one of many tool in lean management to improve our product. They can be done in healthcare industry. Lean is recognised as a systematic approach, it will improve about efficiency and effectivity by eliminating waste and pursuing perfection with minimal resources.

Implementation of Lean management Practices in Azerbaijan (on the Example of a Private Company)

Organizations are facing crucial modifications as global market and conditions change day after day. To keep up with fast changing realities, it’s important to apply innovation decisions to the current stage of organizations. Lean management consolidates tools and techniques to revert from traditional way of operating to the new human oriented one. In the carried-out research its outlined, human resources management plays a big role in spreading and supporting lean initiatives. It was suggested that, Lean and Human resources management are compatible and should work together to obtain sustainable success by implementation of an innovation approach such as Lean. Both lean management and human resource management focus on the same goals with different methods in terms of control of businesses. All positivist approaches and practices are included in these approaches and practices, which are developed with a focus on the interests of the community, in order for the process to be concluded positively. The employee-centred management approach of human resources management is crucial to lead and maintain good environment in the teams. For this reason, in the lean management philosophy, it is aware that the corporate structure has responsibilities in terms of training the employees, eliminating their problems and supporting them in struggling with the responsibilities they undertake. This paper is quantitative, online survey has been conducted with employees of a private company in Azerbaijan and results were analysed in statistical analysis software SPSS and relevant suggestions and recommendation were given for reorganization to enable lean friendly environment on a sample of the given company. Keywords: Contineous improvement, Human resources management, Industry 4.0, Lean Managament, Lean philisophy.

Human-centered Digital Shopfloor Management Implementation and Acceptance Model

In times of disruptive changes, fast, decentralized decisions are becoming increasingly important in reacting quickly to changing environmental conditions. The growing availability of sensor technologies enables real-time data and, therefore, real-time transparency about the entire production system of a company. This transparency about all production processes, current problems and the company's success factors at all hierarchical levels is indispensable for making fast decisions to address challenges arising from the disruptive environment. The Lean Management Philosophy, especially digital Shopfloor Management (dSFM), offers many potentials for the realization of decentralized decisions and flat hierarchies in manufacturing companies that support fast reactions. While many companies already deal with dSFM, small and medium-sized enterprises (SME), in particular, often face recurring problems during the transformation process. Common challenges include the diversity of design parameters, the definition of appropriate key performance indicators and associated targets, as well as engaging all employees to ensure a successful dSFM implementation. The approach supports companies in the human-centered implementation of dSFM. Therefore, this paper presents a standardized implementation process for dSFM that is combined with the Modular, dSFM Model and the dSFM Acceptance Model to facilitate successful implementation and long-term success. At the beginning of the process, a dSFM maturity assessment is used, to define the current and goal state of the company-specific dSFM. With the assessment, suitable and valuable dSFM elements as well as acceptance measures, can be selected and combined with the specific dSFM. The selected elements, their relationships and the acceptance factors affected determine the sequence of the transformation process for the dSFM. A case study was conducted with a German SME, where the presented process was applied and adapted.

KEY FACTOR: PARTICULARIZATION MODEL FOR TPM DEPLOYMENT

TPM (Total Productive Maintenance), which is part of the Lean Management philosophy, aims to increase the company's productivity by reducing efficiency losses during manufacturing. TPM allows organizations to know the real efficiency with which they are working and the losses of the production process, and with the application of this methodology to improve the efficiency of the equipment and the competitiveness of the company.

Implementation of Lean Management Practices in Azerbaijan: On the Example of a Private Company

Organizations are facing crucial modifications as global market and conditions change day after day. To keep up with fast changing realities, it's important to apply innovation decisions to the current stage of organizations. Lean management consolidates tools and techniques to revert from traditional way of operating to the new human oriented one. In the carried-out research its outlined, human resources management plays a big role in spreading and supporting lean initiatives. It was suggested that, Lean and Human resources management are compatible and should work together to obtain sustainable success by implementation of an innovation approach such as Lean. Both lean management and human resource management focus on the same goals with different methods in terms of control of businesses. All positivist approaches and practices are included in these approaches and practices, which are developed with a focus on the interests of the community, in order for the process to be concluded positively. The employee-centred management approach of human resources management is crucial to lead and maintain good environment in the teams. For this reason, in the lean management philosophy, it is aware that the corporate structure has responsibilities in terms of training the employees, eliminating their problems and supporting them in struggling with the responsibilities they undertake. This paper is quantitative, online survey has been conducted with employees of a private company in Azerbaijan and results were analysed in statistical analysis software SPSS and relevant suggestions and recommendation were given for reorganization to enable lean friendly environment on a sample of the given company.

Underutilization of workers: an analysis according to the lean management philosophy in basic education

One of the eight wastes that Lean production, inspired by the Toyota Production System, proposes to study is the underutilization of workers, that is, the inadequate use of their intelligence. The sense is to provide listening and participation in improvement projects, of professionals who have experience in daily life and, in many cases, consistent academic qualifications. The objective of this work is to study the importance of the participation of teachers and employees of a basic education school in the construction of new routines and work methods, in the context of the Lean management philosophy, justified by the scarcity of scientific literature on the subject. Brazil has about 184,000 basic education schools with one million four hundred thousand teachers working from kindergarten to the ninth grade of elementary school, and of these, 83.2% have a college degree, a percentage that grows every year. About the schools, 21.7% are private, 61.3% municipal, 16.6% state, and 0.4% are federal schools. As a research methodology, a systematic review of the literature was adopted, based on the PRISMA protocol, allowing the identification of 53 records, 14 of which were included in the literature review, due to their adherence to the researched subject. The main contribution of this paper is the identification of a research gap involving the underutilization of workers and adoption of the Lean management philosophy in the education sector, as well as a conceptual proposal of the positive impact on the educational organization results by not underutilizing workers, without wasting their intelligence.

Lean Based Maturity Framework Integrating Value, BIM and Big Data Analytics: Evidence from AEC Industry

The construction industry is considered as one of the least productive, highest energy consuming, and least digitized industries. The Lean Management (LM) philosophy became a significant way for eliminating non-value-added activities and wastes during a building’s lifecycle. However, studies have shown that philosophies are not efficient by themselves to solve the issues of the construction industry. They need to be supported with the appropriate technologies and tools. Therefore, the integrated use of Building Information Modelling (BIM) with LM or Value Engineering (VE) were proposed in the literature. Nonetheless, it was also seen that BIM can provide more insights and improvements when BIM is integrated with data analysis tools to analyze BIM data. In the literature, the synergies between these concepts are generally addressed pairwise, and there is no comprehensive framework which identifies their relationships. Therefore, this study aims to develop a maturity framework that facilitates the adoption of LM, VE, BIM, and Big Data Analytic (BDA) concepts to address long-standing productivity and digitalization issues in the Architecture, Engineering, and Construction (AEC) industry. Design Science Research (DSR) methodology and its three-cycle view (relevance, rigor, and design cycle) were applied to build the proposed maturity framework. Two interviews were performed to identify and observe research problem in relevance cycle. In the rigor cycle, a comprehensive literature review was performed to create a base for the development of the maturity framework. In addition to the developed base of the framework, lean processes were added to this cycle. In the design cycle, the developed framework was evaluated and validated by five experts through face-to-face interviews. The importance of employer’s requirements to adopt the proposed methodologies, the negative impact of change orders, the importance of pre-construction phases to facilitate value creation and waste elimination, and the usage of common data environment with BIM were identified as the prominent application and adaptation issues.

KIẾN TẠO MÔ HÌNH QUẢN TRỊ ĐẠI HỌC TINH GỌN MADE IN VIETNAM

In the journey towards university autonomy, which university management model is appropriate to Vietnam regarding promoting the quintessence of the country and inheriting the world-wide quintessence is always a big research question for theoretical and practical researchers. The authors have proposed to create the Made in Vietnam Lean Management Model for University in line with the current situation of Vietnam based on the Made in Vietnam Lean Management philosophy. This model is not only a useful solution to improve the management efficiency of current universities in training activities, training support and scientific research activities, but also a specific solution to help universities can adjust the training content adapting with the continuous change of practice. Especially, training results of universities will help effectively support Vietnamese businesses and organizations in creating Made in Vietnam products and services. This is a new approach to solve university management problems for enhancing performance of Vietnamese universities.

Lean Management Framework for Healthcare Facilities Integrating BIM, BEPS and Big Data Analytics

An increase in the usage of information and communication technologies (ICT) and the Internet of Things (IoT) in Facility Management (FM) induces a huge data stack. Even though these data bring opportunities such as cost savings, time savings, increase in user comfort, space optimization, energy savings, inventory management, etc., these data sources cannot be managed and manipulated effectively to increase efficiency at the FM stage. In addition to data management issues, FM practices, or developed solutions, need to be supported with the implementation of lean management philosophy to reveal organizational and managerial wastes. In the literature, some researchers performed studies about awareness about building information modeling (BIM)-FM, and FM-related data management problems in terms of lean philosophy. However, the comprehensive solution for effective FM has not been investigated with the application of lean management philosophy yet. Therefore, this study aims to develop an FM framework for healthcare facilities by considering lean management philosophy since more stable workflow, continuous improvement, and creating more value to customers will help to deliver a more acceptable solution for the FM industry. Within this context, the integration of BIM, Building Energy Performance Simulations, and Big Data Analytics are proposed as a solution. In the study, the Design Science Research (DSR) methodology was followed to develop the FM framework. Depending on the DSR methodology, two scenarios were used to investigate the issue in a real healthcare facility and develop the FM framework. The developed framework was evaluated by four experts, and the revisions of the proposed framework were realized.

Outsourcing Workers in the form of a Subsidiary

Abstract Many production companies have fully adopted a lean management philosophy, but their finances and control departments also need to adapt to this trend. All departments must adapt to the changing requirements and reflect the new challenges in production management. The controlling has undergone a lot of changes. Downloading data is no longer the only task of a controller. Controlling can be integrated into the organizational structure of the company internally as well as externally. Our goal is to define the advantages and disadvantages of using an internal or external controller. To decide whether to outsource some of the process is not just a question of cost reduction or time reduction. Companies very often decide for outsourcing in case of processes, which require special “know how” or are key from the competitiveness point of view. Outsourcing therefore represents a strategic change. Cost savings are only a side effect.

Standard Work in Developing Leaders: Rebecca Banquette, Coach

Rebecca Banquette, a recently hired executive coach and Lean consultant at a staffing firm in the health care industry, has experienced a change in her Lean management philosophy and approach. Previously, she focused heavily on Lean's technical process-improvement aspects, but after a period of personal exploration and growth, she has decided to focus first and primarily on the development of people. In this case, Banquette explains and reflects on her methods for utilizing Lean tools—including the plan-do-check-act (PDCA) cycle, the A3 structured problem-solving process, and gemba walks—to create standard work in developing leaders. She also uses a holistic framework to provide focus to her development activities, including helping others ask the right questions and building personal qualities such as humility and courage. In doing so, she commits to being the type of coach who refrains from providing answers or direct advice. Instead, she presents new information and ideas and then supports her executives by asking questions designed to build self-reflection skills. This case is both a leadership-development story and a creative application of Lean tools in a context that supports the development of robust people. Just as a process is described as robust when it can accept a wide range of inputs and produce a consistent output, people can also be described as robust when they respond flexibly to competing and ever-changing circumstances and still produce consistent results. By utilizing the concept of standard work in a leadership-development setting, we codify the process of developing people with an intentional, Lean-based framework, and we emphasize the critical, primary importance of robust people in the overall operations of an organization. Excerpt UVA-OM-1687 Rev. Mar. 9, 2020 Standard Work in Developing Leaders: Rebecca Banquette, Coach Pursuit of Personal Growth Rebecca Banquette, previously the director of Lean initiatives at a financial-services company, had determined that it was time for her to move on in pursuit of additional personal growth and to develop a broader community of colleagues in the world of Lean transformation. While she had appreciated the opportunity to make significant procedural and structural changes with financial impact, she thought it was important to engage with a new type of problem: the development of people. In her previous role, she was also starting to feel isolated from the Lean community, having been the first hire at her current employer tasked with Lean process improvement. She missed the collegiality, exchange of ideas, and mentorship that she hoped to experience by becoming part of a larger team. . . .

Conceptual Model for Introducing Lean Management Instruments

It’s a challenge for a company to adapt Lean Management philosophy and start introducing the concept in its activity, because each economical entity has a quiddity. After studying 11 Lean companies, a conceptual model was developed with the aim to facilitate Lean implementation in other companies which are interested in starting a Lean journey.The developed model was tested in a yet unexplored for Romania area: in the public healthcare sector, and in just 4 months showed improved results, significantly streamlining and organizing main aspects of the organizational activities. This work presents the essential steps of the developed conceptual model.

Management accounting practices in support of lean management strategy in service organizations

Lean strategy is becoming more and more popular, not only in manufacturing but also in service organizations. Drawing on previous research (e.g. Kennedy, Widener, 2008; Fullerton et al., 2013) the paper aims to empirically examine whether service organizations use specific management accounting systems (MAS) to support lean strategy. The case study method was used in the research to gain a deeper understanding of the phenomena analyzed. It was found that there is a positive and significant association between lean practices and employee empowerment, whiteboard use and individual process costing. There were no positive and significant associations, however, between lean practices and MAS simplicity. Thus, it was generally observed that departments with higher use of lean methods also use management accounting practices more extensively. Limited evidence was found, however, that in the case of company management, accounting practices work together (as a package) to support lean strategy. Only in the case of employee empowerment and whiteboards were associations between their use and top management support for lean initiatives found. It was surprising that some department managers, who used lean tools extensively, pointed out that they would like to obtain much more detailed financial information from the Accounting Department than is now possible. It was also observed that management accounting tasks related to lean practices are moving from the Accounting Department to operational departments. The management accounting system, according to both the managers and accountants we interviewed, is still, in part, a set of data and not a mode of action, which is contrary to the lean management philosophy. DOI: http://dx.doi.org/10.5755/j01.ee.29.5.20763

A New Decision Making Model based on the Made in Vietnam Lean Management Philosophy

A New Decision Making Model based on the Made in Vietnam Lean Management Philosophy

Lean Philosophy: A step towards improving the management of hotel supply chain

Effective hotel supply chain management has burgeoned as a potentially valuable means for achieving competitive advantage and improving organizational performance. Competition between hotels has recently expanded to include competition between supply chains. Major businesses around the world have realized the value that lean management philosophy can bring to their supply chains. Lean is a systematic approach that is presently argued to be adopted to optimize the entire supply chain management by eliminating wasteful activities (time, effort and materials), increasing product flow efficiency, reducing inventories, and enhancing customer fulfillment and satisfaction. The aim of the current study is two-fold. Firstly, it aims to assess the current level of awareness about lean management within the hotel sector in Egypt, as a point of reference to evaluate the readiness of this sector to implement the lean concept in the management of their supply chains. Secondly, it further attempts to propose a framework to facilitate the implementation of lean in the management of hotel supply chain. A quantitative methodological approach of a questionnaire has been conducted with senior managers in five-star and four-star hotels in Egypt. Findings indicated that hotels in Egypt are somewhat aware of the terms like, for example, lean management, lean thinking, or lean principles, though more emphasis is needed on how to effectively implement lean tools in the management of hotel supply chains. Lean awareness status differed between five-star and four-star sub-segments. Overall, the results indicated that the hotel sector in Egypt has an adequate level of readiness to implement lean supply chain management (LSCM). It was shown that hotels already have in place certain practices that support this philosophy. Finally, a four-phase framework for effective LSCM implementation has been proposed.

Quality Improvement of Ground Works Process with the Use of Chosen Lean Management Tools – Case Study

Ground works are one of the first processes connected with erecting structures. Based on ground conditions like the type of soil or level of underground water different types and solutions for foundations are designed. Foundations are the base for the buildings, and their proper design and execution is the key for the long and faultless use of the whole construction and might influence on the future costs of the eventual repairs (especially when ground water level is high, and there is no proper water insulation made).Article presents the introduction of chosen Lean Management tools for quality improvement of the process of ground works based on the analysis made on the construction site of vehicle control station located in Poznan, Poland. Processes assessment is made from different perspectives taking into account that 3 main groups of workers were directly involved in the process: blue collar-workers, site manager and site engineers. What is more comparison is made on the 3 points of view to the problems that might occur during this type of works, with details analysis on the causes of such situation?Authors presents also the change of approach of workers directly involved in the mentioned processes regarding introduction of Lean Management methodology, which illustrates the problem of scepticism for new ideas of the people used to perform works and actions in traditional way.Using Lean Management philosophy in construction is a good idea to streamline processes in company, get rid of constantly recurring problems, and in this way improve the productivity and quality of executed activities. Performed analysis showed that different groups of people have very different idea and opinion on the problems connected with executing the same process – ground works and only having full picture of the situation (especially in construction processes) management can take proper problems-preventing actions that consequently can influence on the amount of waste generated on the construction cite which positively influence on the external environment.

“Made in Vietnam” Lean Management Model for Sustainable Development of Vietnamese Enterprises

In recent years, increasing competitiveness and global recession have caused a lot of difficulties and troubles in economic development in Vietnam. A number of Vietnamese enterprises doing business ineffectively have constantly increased. The fact and practices have presented the limitation and bottleneck in mindset and approaches of business management. Among many viewpoints and philosophies of effective business management, lean management has been applied successfully in many enterprises worldwide. However, successful lessons from developed countries helped us know that we cannot apply any approaches of business management mechanically. Each nation or each enterprise based on their situation must find out management approaches suitable for them and apply them flexibly. This paper analyzes the current knowledge and practical application of lean management in Vietnamese enterprises through works of research group on lean management in the VNU University of Economics and Business. Based on the research findings, the group develops a “Made in Vietnam” lean management philosophy with the focus on core concept “Tam The” and an application “Made in Vietnam” lean management model being suitable for sustainable development of Vietnamese enterprises.

A management framework for understanding change in a lean environment

This paper examines human behavior with regard to the transition from a traditional manufacturing philosophy to the implementation of the lean management philosophy. Diverse reasons for why and how associates resist or embrace change in transitioning from a traditional manufacturing environment to a lean manufacturing environment are explored in a lean management model. Senior-management leadership and intrinsic cost/benefit analyses to change by associates play crucial roles in the successful transformation to a lean environment. Knowledge about the myriad reasons why and how associates resist or embrace change may prove useful to engineering managers who champion a massive transformation in business philosophies.

SAND CASTING PROCESS IMPROVEMENT USING LEAN PRINCIPLES

Lean manufacturing is often seen as a set of tools that reduce the total cost and improve the quality of manufactured products. The lean management philosophy is one which targets waste reduction in every facet of the manufacturing business; however, only recently have studies linked lean management philosophies with improving environmental sustainability. These studies suggest that lean manufacturing is more than a set of lean tools that can optimize manufacturing efficiencies; it is a process and mindset that needs to be integrated into daily manufacturing systems to achieve sustainability. The foundry industry, as well as manufacturing in general, has significant challenges in the current regulatory and political climate with developing an economically and environmentally sustainable business model. Lean manufacturing has proven itself as a model for both economic sustainability and environmental stewardship. Several recent studies have shown that both lean and green techniques and “zero-waste” policies also lead to reductions in overall cost. This paper reviews the literature and some of the lean principles such as the Value Stream Mapping and Waste elimination by implementing 5S in the organization. This paper also aims at reducing lead time by eliminating stress relieving cycle with extended cooling of castings in the mould and stabilize the sand casting process by rationalization of the material grades.

Reducing Time Losses in Operational Actions of a Food Production Lines

Abstract Most of the companies are interested in developing their production processes. With production process development, companies can meet their customers demands better. Tight competition is one reason that forces companies to use their production equipment as efficiently as they can. Improved production processes result in cost savings, flexibility, and in opportunities to plan companies activities more efficiently. The purpose of this research is to examine and cut operational times in food production processes. Two production lines were chosen for closer examination: spread/butter production line and quark production line. The main focus was to prevent operational time losses in these production lines. Research is divided into two separate sections: theoretical and empirical part. Theoretical part formulates guidelines and theoretical basis which is then employed in the empirical part. The theoretical part discusses Lean management philosophy, OEE indicator, SMED and questionnaire research method that comes from the sense and respond theory. In the empirical section, SMED and questionnaire method are used to examine operational activities. The focus is in finding critical characteristics from the production line’s starting-, product change-, and closing-setups. Result was that certain characteristics can be found to be critical factors. Those characteristics are connected to operational time losses. Another result is, that SMED and questionnaire research method are an effective way to examine issues with production. Both methods produced similar results in finding development targets from the production line, hence the simultaneous use of both is beneficial, as additional confirmation for the first methods findings can be obtained by securing the result with the other one.