Lean Management Principles Research Articles

Use of information technologies in lean management: the case of Gazi University Research Center in Turkey

Purpose Sustainability and accessibility of education are the main purposes of educational institutions. Higher education institutions (HEIs) have been addressing these concerns through their distance education departments for years. Especially during and after the COVID-19 pandemic, HEIs encountered challenges related to productivity, escalating costs and decreasing user satisfaction with distance education. This study proposes the integration of new and suitable information technologies (ITs) into the steps of lean management (LM) implementation. It suggests that this approach will be highly effective and beneficial, providing solutions to the problems above in higher education (HE) field. The study aims to highlight the effectiveness and benefits of incorporating new and suitable ITs into the application stages of LM principles. Sample applications in HE will be provided to enhance understanding. Design/methodology/approach A model is introduced for researching new ITs and incorporating appropriate ones in the application steps of LM. This model has been applied and analyzed in two case studies at Gazi University for a more comprehensive understanding. Findings When examining periodic surveys and usage statistics from case studies, it becomes evident that implementing LM with the support of ITs reduces waste and enhances the quality of existing work. The success observed in the case studies was notably influenced by managers’ proficiency in business processes, experience in ITs, managerial skills and support from senior management. Practical implications This case study provides a roadmap and step-by-step implementation of LM with IT support for HEIs. The implementation process and results will also be guiding for other sectors. Originality/value There is a notable absence of significant studies on integrating ITs, which have become crucial in today’s context in the stages of LM implementation. This study is envisioned as a pioneering endeavor to address this gap in the literature. Notably, challenges exist in applying LM principles outside production sectors, and limited research has been conducted. This study aims to pave the way for further research in diverse fields by conducting a comprehensive case study in the realm of HE.

LEAN Methodology to Improve Endoscopy Unit Efficiency in a Multi-subspecialty Ambulatory Surgery Center: A Pilot Study.

Background and objective Efforts to improve gastrointestinal (GI) endoscopy unit efficiency may lead to increases in colon cancer screening volumes. LEAN management principles applied to GI endoscopy unit practices may serve as a novel foundation for efficiency improvements.We conducted apilot study in an outpatient, hospital-based GI endoscopy unit with the goal of improving endoscopy efficiency by using LEAN principles Methodology A single endoscopist and anesthesiologist along with the nursing care team implemented changes to their practice based on LEAN principles. Efficiency metrics were tracked before these changes and after to assess for improvements. Results We observed statistically significant improvements in waiting room time (13.1 minutes vs. 25.6 minutes, p<0.001), recovery room duration (55.5 minutes vs. 61.8 minutes, p=0.01), total facility time (172.5 minutes vs. 196.1 minutes, p<0.001), and true completion time (19.7 minutes vs. 32.3 minutes, p=0.002) after the implementation of LEAN interventions. Conclusions A systematic and standardized approach using LEAN methodology canimprove GI endoscopy unit operational efficiency. Larger studies are needed to validate our findings and generalize the results to the field broadly.

THE APPLICATION OF LEAN MANAGEMENT METHOD IN OPTIMIZING ADMINISTRATIVE EFFICIENCY IN SCHOOLS

This study aims to explore the implementation of the Lean Management Method in optimizing administrative efficiency in Indonesian schools. The research method used is a qualitative approach involving data collection through in-depth interviews with relevant stakeholders in several schools. The research findings indicate that the application of Lean Management principles, such as identifying waste in administrative processes, using Lean tools and techniques such as Value Stream Mapping and 5S, and fostering a culture of Kaizen, has had a positive impact on improving productivity and the quality of educational services in these schools. However, challenges such as resistance to change and a lack of understanding of Lean concepts are also identified as obstacles that need to be addressed in implementing Lean Management in the education sector. The conclusion of this research emphasizes the importance of considering social and cultural aspects in the change process, as well as involving all members of the school community in improvement efforts. Recommendations for further research include exploring the long-term impact of Lean Management implementation on educational quality and stakeholders, as well as delving into more effective strategies to address challenges in implementing Lean Management in the Indonesian education environment.

IMPLEMENTING LEAN MANAGEMENT PRINCIPLES TO OPTIMIZE HEALTHCARE FACILITY OPERATIONS

This article explores the implementation of Lean management principles to optimize operations in healthcare facilities. Lean management, a philosophy made famous by the Toyota Motor Company, focuses on continuous improvement and the elimination of waste to maximize quality and safety for patients. The primary objective of this paper is to examine how Lean tools and techniques can be adapted to the unique environment of healthcare institutions to enhance their productivity and service quality. The article begins by outlining the core principles of Lean management, emphasizing the importance of value stream mapping, Kaizen, and the 5S methodology. Value stream mapping helps identify and visualize the flow of materials and information required to bring a product or service to a consumer, which in healthcare translates to patient care processes. Kaizen, a practice of continuous improvement, encourages small, incremental changes that collectively lead to significant enhancements in efficiency and quality. The 5S methodology—Sort, Set in order, Shine, Standardize, and Sustain—ensures a clean, organized, and efficient work environment. The paper then delves into specific Lean practices that can be applied within healthcare settings, such as reducing patient wait times, improving the flow of patients and information, and minimizing unnecessary movements and processes. By focusing on these areas, healthcare facilities can reduce bottlenecks, streamline operations, and enhance patient care delivery. For instance, implementing Lean techniques in patient scheduling can lead to more efficient use of clinical resources and reduce the time patients spend waiting for services. Furthermore, the paper provides a critical review of existing literature and studies on the application of Lean management in healthcare, highlighting successful implementations and the challenges faced during the process. It discusses real-world examples where Lean management has significantly improved operational efficiency, patient satisfaction, and overall healthcare outcomes. For example, a hospital that adopted Lean principles reported reduced patient wait times, lower operational costs, and improved staff morale. The article also addresses the potential obstacles and resistance to change that healthcare facilities might encounter when adopting Lean principles. It offers strategic recommendations for overcoming these barriers, including leadership commitment, staff training, and fostering a culture of continuous improvement. Leadership commitment is crucial as it sets the tone for organizational change and ensures that the necessary resources are allocated for Lean initiatives. Staff training is essential to equip employees with the skills and knowledge required to implement Lean practices effectively. Fostering a culture of continuous improvement involves engaging staff at all levels, encouraging open communication, and recognizing and rewarding contributions to Lean projects. In conclusion, the paper argues that Lean management principles, when effectively implemented, can lead to substantial improvements in the operational performance of healthcare facilities. It calls for further research and collaboration between healthcare professionals and Lean management experts to tailor these practices to the specific needs of the healthcare sector. The successful integration of Lean management into healthcare operations not only enhances efficiency and reduces waste but also improves patient care quality and safety. By adopting Lean principles, healthcare facilities can create a more efficient, patient-centered environment that supports high-quality care delivery. This article highlights the importance of a systematic approach to implementing Lean management, considering the unique challenges and opportunities within the healthcare sector. It underscores the need for ongoing evaluation and adaptation of Lean practices to ensure sustained improvements and long-term success.

Penerapan Prinsip Lean Management dalam Meningkatkan Kinerja Industri Perkapalan

The maritime industry, as one of the vital sectors in the global economy, plays an indispensable role in facilitating international trade and the transportation of goods worldwide. However, confronted with challenges of heightened global competition and fluctuations in fuel prices, the industry needs to seek solutions to enhance efficiency and overall performance. This study assesses the application of Lean Management Principles in the maritime industry, emphasizing strategies such as value stream mapping, waste identification, and employee training as crucial for success. Findings reveal potential for enhancing operational efficiency and reducing waste, along with additional benefits such as heightened customer satisfaction and contributions to environmental sustainability. Recommendations for further research encompass case studies on Lean Management implementation in the maritime industry, the development of tailored implementation models, and investigations into the environmental ramifications of Lean Management application. In conclusion, the implementation of Lean Management holds significant promise for improving the performance of the maritime industry and fostering its overall development.

Improving Care Continuity in Oncology Settings: A Lean Management Approach to Minimize Discharges Without Follow-Up Appointments.

This study aimed to reduce the number of patients discharged without scheduled follow-up appointments by implementing lean management principles. Conducted at the Sultan Qaboos Comprehensive Cancer Center in Muscat, Oman, the research utilized a one-group pretest-posttest quasi-experimental design to evaluate the impact of lean management interventions on the rate of patient discharges without follow-up appointments. Strategies such as the Kaizen principle, Gemba Walks, cross-functional collaboration, standard work procedures, and waste reduction were employed to enhance operational efficiency. Spanning from Quarter 3 of 2022 to Quarter 2 of 2023, the study demonstrated a significant decrease in the percentage of patients discharged without planned follow-up appointments. The rate dropped from 9% in September 2022 to 0% in March 2023, with statistically significant differences observed (X2= 65.05, p value=<.0001). By effectively implementing lean management principles, this research successfully enhanced care continuity for oncology patients after being discharged.

Application of lean Management Principles in Hospitals in Slovakia

Introduction: Healthcare worldwide is struggling with many problems that have been escalated by the Covid-19 pandemic and the military conflict in Ukraine. The gap between the possibilities and the needs in the provision of health services is opening more and more. Therefore, it is necessary to look for ways to streamline processes at the level of the hospitals themselves and their management. Research aim and objectives: The aim of the research was to examine the mutual connections between the use of lean management principles and the ratings of hospitals in the Slovak Republic and to identify the influence of external and internal factors in this relationship. The sample consisted of 175 managers from 35 hospitals. Methods: To verify the hypotheses, the SEM method was used in the Smart Pls 3.3 software at a significance level of 0.05. Results: We discovered that there is a statistically significant connection between the use of lean principles and hospital ratings. If other variables enter the model, the overall effect of the mentioned variables is significantly increased. The stakeholder demands variable has a significant mediating effect (β = 0.470; p=0.000). The social lean climate variable has a lower indirect effect in the Slovak environment (β = 0.291; p=0.000). Conclusion: Our research shows the unequivocal importance of applying the principles of lean management in healthcare. There is ever-increasing pressure to increase quality and improve process efficiency from various stakeholders as well as pressure from within hospitals.

Innovative Education Method for a More Effective, Faster, and Valued Training in Radiation Therapy Treatment Planning

Because of the automation of radiation therapy, competencies of radiation technologists (RTTs) change, and training methods are challenged. This study aims to develop, and pilot test an innovative training method based on lean management principles. A new training method was developed for lung cancer treatment planning (TP). The novelty is summarized by including a stable environment and an increased focus on the how and why of key decision making. Trainees have to motivate their decisions during TP process, and to argue their choices with peers. Six students and 6 RTTs completed this training for lung cancer TP. Effects of the training were measured by (1) quality of TP, using doses in organs at risk and target volumes, (2) perceived experiences (survey), measured at baseline (T0); after peer session (T1); and 6 months later (T2). Finally, training throughput time was measured. At T0, RTTs showed a larger intragroup interquartile range (IIR) (2.63Gy vs 1.51Gy), but lower mean doses to heart and esophagus than students (6.79Gy vs 8.49Gy; 20.87Gy vs 24.62Gy). At T1, quality of TPs was similar between RTTs and students (IIR: 1.39Gy vs 1.33Gy) and no significant differences in mean dose to heart and esophagus (4.48Gy vs 4.69Gy; 17.75Gy vs 18.47Gy). At T2, students still performed equal to RTTs (IIR: 1.07Gy vs 1.45Gy) and achieved lower maximum dose to esophagus (44.75Gy vs 46.45Gy). The training method and peer sessions were experienced positive: at baseline (T0): 8 score on a scale 1-10, directly after the peer sessions; (T1): 8 by the students and 7 by the RTTs, after 9 months; (T2): 9 by the students and 7 by the RTTs. Training throughput time decreased from 12 to 3 months. This training method based on lean management principles was successfully applied to training of RTTs for lung cancer TP. Training throughput time was reduced dramatically and TP quality sustained after 6 months. This method can potentially improve training efficiency in diverse situations with complex decision-making.

Innovative Arabic Vocabulary Learning: The Role of Canva in Modern Education

Increasing reliance on digital resources in the classroom has raised concerns about cognitive overload and its impact on learning efficiency, particularly in language acquisition. The present study will investigate the effectiveness of Canva as a digital tool to support Arabic vocabulary acquisition, underpinned by cognitive load theory and social learning theory. It employs a mixed-methods design that combines quantitative and qualitative interviewing to gather the intensive data from participants who used Canva to acquire vocabulary. The quantitative data were analyzed with statistics to test the effect of Canva on vocabulary retention, while the qualitative data provided rich insights into the experiences of the users and their perceived cognitive load. Results have shown that Canva significantly improves vocabulary retention by reducing cognitive overload and enhancing collaborative learning environments. These findings mean that Canva is an effective tool in language acquisition, offering a coherent integration of multimedia elements matching cognitive load theories. The implications of this study are twofold: from a theoretical viewpoint, it justifies the implementation of multimedia tools in educational settings; from a practical perspective, the inclusion of Canva in language acquisition courses is recommended for the better achievement of educational outcomes. However, the restrictions of the research-a limitation to one single language and the abstract nature of the study-indicate a need for further empirical studies to confirm these findings in different contexts and languages. Future studies should research the impact of Canva on language retention over a longer period, and if possible, include other principles of lean management in education methodologies.

Some Recent Stories of Operational Excellence in SMES

Abstract: Operational Excellence is a term associated with excellence in all stages of business for any business organization which may be manufacturing or a trading. Operational excellence deals with the achievement of improved productivity, profitability and reduced wastage. The present paper is an analysis of the relevant papers and the practices which may be considered for adoption by the small scale and medium scale organizations for the achievement of excellence in their operations. In less advanced countries like India the SME’s play a major role in uplifting the economy. The SME’s are facing tough competition and survival is a very big challenge in the current scenario around the globe. So, In this study an attempt was made to review some recent stories ranging from 2011 to 2023 for Lean practices and environment friendly practices leading to Green implementation, collectively achieving operational excellence. The research gaps have been studied and the focus is on identification of the best Operational practices coupled with suitable environment friendly practices for the productivity improvement, quality management and improved financial structure. The present paper is a novel approach for the evaluation of the green and lean management principles combined with Industry 4.0 for the operational excellence of the manufacturing sector.

Losses VS Opportunities: Principles of Lean Management in the Academic Field

Currently, the concept of lean management is increasingly becoming the focus not only of representatives of the production sector, but also of educational and scientific organizations, healthcare organizations, government and regional authorities, etc. In this article, the authors show that the implementation of lean management principles and tools in the activities of academic organizations allows you to “restart” many processes and reduce the loss of quality and productivity by several times without significant costs. The first part of the article describes the main stages of the formation of the lean management concept and the contribution of Russian scientists (A.K. Gastev, I.V. Rebelsky (the basics of lean mental labor)) to the development of both methodological and practical recommendations that currently constitute the core of the philosophy of lean manufacturing and management. The central place in the article is devoted to the features and classification of losses in relation to both the activities of the organization as a whole and the activities of scientific and pedagogical workers (along with the “classical” classification of losses developed by T. Ono and J. Liker, ten features were emphasized to identify losses in the academic field). Among the reasons that led to an increasing interest in the use of lean management technologies in the academic field, the authors highlight the following ones: strengthening management and formalization in assessing performance indicators, strengthening information asymmetry, changing the level and quality of communication of employees, updating the problem of precarization of scientific and pedagogical workers’ employment and gradual blurring of the boundaries between work and rest. In the final part of the article, a set of recommendations was formed to identify losses in the activities of scientific and pedagogical workers, and an algorithm for their elimination was proposed.

Application of VSM as a Lean Tool in a Healthcare Facility

The healthcare industry can be termed as one of the most important sectors of the economy. Healthcare industries are trying to adopt lean management principles in order to maintain quality service to patients, optimize workflow, and eliminate waste. Among the lean management tools, value stream mapping (VSM) is a key tool that uses a flowchart to depict, analyze, and improve the actions involved in the system. The aim of the study is to model the system through value stream mapping to identify wastes and non-value-adding activities in the processes so that the system can get rid of bottlenecks, constraints, and wastes. Sylhet Women’s Medical College Hospital is chosen to conduct the study. The necessary data are collected by interviewing employees and patients at outdoor and indoor departments, as well as by direct observation and going through previous records. eVSM software is used for creating current and future value stream maps. The total waiting time, processing time, and lead time of the processes of outdoor departments and diagnostic centers of the hospital are measured and improved over the existing system in the proposed model of the value stream map. Although the proposed model cannot be implemented, it is clear from this study that VSM can ensure smooth healthcare service and enhance performance.

Adopting Lean Management Principles for Renovation Projects

Adopting Lean Management Principles for Renovation Projects

Design of a Conceptual Model for Improving Company Performance Based on Lean Management Applying the Viable System Model (VSM)

Abstract Designing, changing and adapting organizations to secure viability is challenging for companies. Researchers often fail to holistically design or transform organizations. Thus, the aim of this study is to propose a holistic approach how organizations can be designed, changed or managed considering also its implications to production management following lean management principles. Hereby the Viable System Model was applied. This structure can be applied to any kind of structured organization and for its management with goals to be achieved in modern society; however focus of the research is the cluster of manufacturing and assembly companies. Goal of the developed organizational model is to be able to react to all potential company environments by taking decisions regarding organization and production management functions correctly and in the right moment based on the needed information. To ensure this, standardized communication channels were defined. In conclusion this proposed approach enables companies to have internal mechanisms to secure viability and also in production to reduce necessary stocks, lead times, manpower allocation and leads to an increase of the service level to the final customer.

"Applying Lean Management Principles for Enhanced Outpatient Waiting Times"

"Applying Lean Management Principles for Enhanced Outpatient Waiting Times"

Supply chain risk and resilience in startups, SMEs, and large enterprises: a systematic review and directions for research

PurposeThis systematic literature review analyzes the academic literature to understand SC risk and resilience across different organizational sizes and industries. The academic literature has well discussed the causes of supply chain (SC) risk events, the impact of SC disruptions, and associated plans for SC resilience. However, the literature remains fragmented on the role of two fundamental elements in achieving SC resilience: the firm's size and the firm's industry as firms' contingent factors. Therefore, it is important to investigate and highlight SC resilience differences by size and industry type to establish more resilient firms.Design/methodology/approachBuilding upon the contingent resource-based view of the firm, the authors posit that organizational factors such as size and industry sector have important roles in developing organizational resilience capabilities. This systematic literature review and analysis is based on the structural and systematic analysis of high-ranked peer-reviewed journal papers from January 2000 to June 2021 collected through three global scientific databases (i.e. ProQuest, ScienceDirect, and Google Scholar) using relevant keywords.FindingsThis systematic literature review of 230 high-quality articles shows that SC risk events can be categorized into demand, supply, organizational, operational, environmental, and network/control risk events. This study suggests that the SC resilience plans developed by startups, small and mdium-sized enterprises (SMEs), and large organizations are not necessarily the same as those of large enterprises. While collaboration and networking and risk management are the most crucial resilience capabilities for all firms, applying lean and quality management principles and utilizing information technology are more crucial for SMEs. For large firms, knowledge management and contingency planning are more important.Originality/valueThis study provides a comprehensive review of the literature on SC resilience plans across different organizational sizes and industries, offering new insights into the nature and dynamics of startups', SMEs', and large enterprises' SC resilience in different industries. The study highlights the need for further investigation of SC risk and resilience for startups, SMEs, and different industries on a more detailed level using empirical data. This study’s findings have important implications for researchers and practitioners and guide the development of effective SC resilience strategies for different types of firms.

Waste Management for Jordanian Industries Using Lean Management Principles

This paper is focused on managing waste that is generated by construction. Starting with expressing, how significant construction waste affecting project success, and then lean management principles were proven to be positively helping in keeping construction projects waste controlled. Where construction waste sources and causes were subcategorized under each main waste category that lean principles deal with. After that, adequate questionnaire was developed in order to collect data. These data were analyzed in order to determine the level of occurrence and significance for each waste type and to scientifically recommend the proper tools and techniques to deal with them, effective lean tools to be applied in Jordan according to waste sources that were determined.

Products design process within the principles of lean management

Products design process within the principles of lean management

Koncepcja systemu informacji o bezpieczeństwie i zdrowiu w miejscu pracy

The paper presents the concept of a full automation of the data collection process with regard to surveys examining the working conditions and accidents at work, conducted by official statistics in Poland and developed in accordance with the principles of Lean management. The term full automation of data collection relates to the activities performed by an information system (without human participation) in the process of obtaining data from an indicated source. The study is based on the design science research approach, which allows the inspection of the current effects of the modernisation of surveys examining working conditions, achieved since 2018, and the preparation of a coherent concept of further multidimensional activities aimed at a thorough reorganisation of statistical business processes. The conclusion of this article is that the construction of an efficient information system of workplace safety and health would eliminate the existing constraints. Creating such a system requires a harmonious cooperation at both operational and strategic level in order to obtain the desired effect which is to gain access to useful data corresponding to the needs of each stakeholder of the system.

Assessing Lean 4.0 for Industry 4.0 Readiness Using PLS-SEM towards Sustainable Manufacturing Supply Chain

Lean 4.0 (L4.0) plays a significant role in reducing waste and enhancing productivity for a sustainable manufacturing supply chain in Industry 4.0 (I4.0). L4.0, with its soft and hard practices, may be well integrated into I4.0 to enhance its readiness. Small and medium enterprises (SMEs) are attempting to prepare themselves for I4.0 readiness. Hence, the present research explores L4.0 in terms of its soft and hard practices to understand its holistic relationship with I4.0’s readiness for delivering a sustainable manufacturing supply chain. To reap the maximum benefits, several traditional lean thinking practices and lean management principles should be combined with internet-enabled I4.0 technologies. The result of the present empirical analysis revealed that the soft L4.0 practices of top management leadership (TML), customer focus (CF), and employee training and learning (ETL) influence the hard L4.0 practices of total productive maintenance (TPM), statistical process control (SPC), and advanced manufacturing technologies (AMT) to have a positive significant influence on operational readiness (OR) and technological readiness (TR).