Lean Management Research Articles

An evaluation of the impact of lean management practices on patients’ satisfaction at a small healthcare facility

The study aims to find the impact of Lean Management Practices on Patients’ Satisfaction in a Small Healthcare Facility. The selected sample size of the study is 229. The researcher has used primary data in this investigation. The researcher uses Interviews, questionnaires, and experiments to acquire primary data directly through primary sources in the study. The interview schedule and substance of the question are created with the study’s goal in mind. ANOVA, SPSS tool, and Regression Analysis technique are used in the study. According to the research, lean adoption in healthcare enhances patient satisfaction at small medical facilities. People are central to every efficient lean healthcare system, and their goals and motivations drive change.

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.

Penerapan Lean Manajemen Pada Pelayanan Rawat Jalan Pasien BPJS Rumah Sakit

Outpatient services are an important part of health services provided by hospitals. However, some BPJS hospitals experience obstacles in providing efficient and quality outpatient services, such as long queues, long waiting times, and lack of a good management system. the application of Lean Management to the outpatient services of BPJS patients in hospitals can help hospitals improve operational performance, so as to increase public trust in BPJS Health. This study aims to analyze the application of Lean Management to the outpatient services of BPJS patients in hospitals. This research uses a literature study method or Systematic Literature Review using the Google Scholar search engine and journal databases, such as Researchgate. The results showed that most outpatient service activities for BPJS patients still have patient waiting times below the established service standards. In analyzing the flow that patients go through, each activity is identified into two groups, namely Value Added (VA) as an activity that is considered necessary and profitable and Non Value Added (NVA) as an activity that is considered unnecessary. Based on the percentage of waste in the form of the largest waiting time can be described, namely, 35.1% in the registration process, 30.2% in the poly examination process, and 20.7% in the process of receiving drugs in the pharmaceutical installation

기업의 비체계적 위험에 대한 린 재고 운영의 비선형적 영향력 분석

The purpose of this study is to examine the effects of lean inventory management on idiosyncratic risk. Traditionally, lean operations are known to help companies achieve a competitive advantage by efficiently managing their processes while minimizing waste through the use of slack resources at a low level. However, with the increased uncertainty of the business environment in recent times, there has been greater emphasis on securing slack inventory resources as an effective response to external changes. Based on these perspectives, we posit that there is an optimal level of lean operations for firms to minimize their idiosyncratic risk. To address this issue, we collected data on listed manufacturing firms in Korea from 1997 to 2021 and empirically analyzed the non-linear relationship between lean operations and firms’ idiosyncratic risk using panel regression analysis. We found a U-shaped relationship, implying that there is an optimal level of lean operations to minimize risk. Moreover, we confirmed that our results remain intact even when conducting various robustness tests. This study contributes to the literature by providing new evidence on the determinants of idiosyncratic risk, extending the scope of determinants to the area of operational management.

Configuring lean manufacturing and supply chain risk management: a cluster analysis

Among many fallouts of the global pandemic, firms’ supply chains have been severely impacted at the global scale. Such global impact can be mainly attributed to companies’ current heavy focus on lean manufacturing, resulting in a lack of preparedness and flexibility, and therefore weakening their supply chain links. At the same time, firms face severe financial distress and constraints if their investments in future risks turn out to be of no value. Facing such dilemmas, many firms are unsure of how to appropriately configure lean and risk management at their operational and supply chain levels. This study aims to understand the various configurations of lean manufacturing and supply chain risk management. Also, this study pays attention to buffer capacity associated with lean and risk management. In a dataset collected from 198 US companies, cluster analyses discover the manufacturers’ configurations of the varying emphases on lean management and supply chain management. Our results indicate that firms achieve the highest levels of buffer capacity and firm performance if they implement lean practices and risk management at a higher level than others.

Research on Management Efficiency of Hospital Low-value Consumables in Nursing Unit under Lean Management Mode

Aiming at the management efficiency problems in the traditional medical low-value consumables management mode of the nursing unit, based on the perspective of supply chain management, this study uses lean management method to construct the lean management mode of low-value consumables with a whole cycle and whole process information monitoring, and analyzes the application effect of this mode. The results show that after the application of lean management mode, the low-value consumables of the nursing unit can achieve "consumables in use=priced consumables + un-priced consumables", the settlement cost is significantly reduced and its stability is high, and the efficiency of "supply-inventor-distribution" link is significantly enhanced. This model effectively improves the management efficiency of low-value consumables in the hospital, and also provides a reference for other hospitals to improve the management level of low-value consumables.

Information Construction of Hospital Medical Consumables Management Based on SPD Mode

To change the traditional hospital medical supplies rough management mode, the hospitals build an information material management platform which combines suppliers and hospitals, information systems and smart devices, clinical needs and professional operations innovatively. Finally, a lean management system called SPD is formed under the guidance of supply chain integration and supported by supply chain management theory and information technology. It has realized the whole process of consumables circulation information traceability, intelligent service in the hospital, and refined management of consumption settlement. The application of SPD in hospitals effectively improves the informatization level and overall operation efficiency of medical consumables management which is an important part of hospital information construction.

Implementation Of Lean Management To Reduce Waste In The Operational Process Of Conflict Management At PT XXX

This study aims to analyze the application of Lean Management in order to eliminate waste in the operational process of preventing and handling external disturbances carried out by the External Relations Department at PT XXX, so that productivity increases, processes are faster and the use of resources is more effective and efficient. The research method used in this study is a descriptive qualitative approach. Descriptive qualitative research aims to understand the phenomena that occur in the object under study. The data collected are in the form of primary data and secondary data, secondary data in the form of work document documents including Organizational Structure, Job Description, SOP, and work reports, while primary data is obtained through observation and interviews. The data analysis method used includes data reduction, data display and drawing research conclusions until researchers feel they get what they want to research, in this case it is waste that occurs in the operations of the External Relations Department so that it can be investigated further. The data obtained were analyzed using the concept of Eliminate Waste using a tool in the form of a RACI Matrix. The results of the study are portraits of existing waste in departmental operations in the RACI diagram as well as recommendations for workflow arrangements and the distribution of new tasks and authorities in the RACI diagram format. The results of the study stated that the application of lean management is still not implemented properly, where it was found that there is waste in the form of overlapping roles and processes that are carried out repeatedly by several functions

Nuclear Family Type Identification Based on Deep Forest Algorithm in Residential Power Consumption

As the fertility rate declines, it becomes increasingly necessary for governments to guide power companies in introducing preferential tariffs to encourage nuclear families to have children. However, traditional household statistics for residential households are time-consuming and insufficient for enterprises seeking to adopt intelligent marketing schemes for different types of households. To address these issues, this paper proposes a nuclear family type identification method for residential electricity consumption based on a deep forest algorithm. The method first classifies nuclear households according to the number of children in them. Then, features are selected by combining the daily 48-point load and prior knowledge of nuclear families. The Pearson correlation coefficient and random forest importance ranking are used to remove features with low correlation and low importance. Additionally, features are classified based on their importance, and the number of features is balanced by stratified sampling to optimize the multi-granularity scan results and improve the model’s generalization. Finally, the improved cascade forest with feature input replacement base learner is trained, and the model is evaluated using accuracy evaluation metrics.The experimental results demonstrate that the proposed model accurately recognizes the number of children in different nuclear families and can be used in power companies to improve lean management. The results show that the improved method is effective in improving recognition com-pared to the original deep forest method, with recognition accuracy 5.1% higher than the random forest method and 0.7% higher than the deep forest method, reaching 94%.

Lean and BIM integration benefits construction management practices in New Zealand

PurposeThe construction industry is inefficient in terms of quality products, productivity and performance worldwide, including in Australia and New Zealand. The construction industry is becoming more innovative, competitive and complex; and more participants are involved in construction projects. There are new attempts to implement the Lean construction philosophy, integrated project delivery method and building information modelling (BIM) technology in construction industry to improve productivity and efficiency. This paper aims to identify Lean and BIM integration benefits in construction industry globally and in the New Zealand.Design/methodology/approachA systematic literature review and case studies were used to identify various benefits of the integrating Lean and BIM in construction industry. It focused on articles published between 1995 and 2021.FindingsLean and BIM benefits identified in the study were documented such as benefits over the traditional approach, critically increased efficiency and visualization, better building process, better building performance, mitigating risk and reduce cost. Also, several factors were identified as major benefits such as improved onsite collaboration, better coordination, improve onsite communication, increase productivity, mitigating risk, reducing waste and reduced cost. The study showed integrating Lean and BIM in construction management practice will help reduce several challenges which affect expected goals and customer anticipation. The research outcome ultimately will assist different stakeholders in applying Lean and BIM in construction management practice.Originality/valueThis study practically focused on using the integration of BIM and Lean principles to improve the construction industry productivity and performance.

Managing the Lean–Agile Paradox in Complex Environments

The decision to incrementally improve existing processes and products or introduce breakthrough innovations depends on the context a company is facing. In situations where problems are known, it is better to incrementally improve, while in complex situations where problems are not known, a probe-sense-respond approach based on experimentation and the exploration of new solutions is preferable. Lean management adapts well to the first type of context, while agile management fits the second type of context. However, organizations must increasingly consider both approaches and become ambidextrous by introducing incremental improvements and breakthrough innovations simultaneously. This requires embracing the paradox between exploiting and exploring, adopting a new leadership mindset, and dual strategic, organizational, and behavioral models. This paper proposed a framework to implement lean and agile approaches simultaneously using the paradox theory to justify and manage this co-existence. This framework is threefold. First, managers need to differentiate between lean and agile, finding ways of keeping the two approaches separated. Second, lean and agile should be integrated so that synergies between the two approaches can be generated. Finally, managers need to achieve a dynamic equilibrium over time between lean and agile. Contributions to the theory and practice of this approach were discussed.

Impact of Lean Management Implementation Practices on Operational Performance: An Empirical Study of the Pharmaceutical Industry in Sri Lanka

The purpose of this paper is to investigate and explore lean management implementation practices for operational performance in the pharmaceutical industry in Sri Lanka. The study investigates the impact of lean management implementation practices with the lean bundle on the operational performance of each business unit of the pharmaceutical industry. The methodology study has been conducted with 412 business unit managers of the pharmaceutical industry. SPSS has been used for descriptive statistics. The AMOS version has been used for structural equation modelling. SEM technique has been used to develop the measurement model. This study has investigated how lean management practices have an impact to gain operational performance in the pharmaceutical industry in Sri Lanka. Lean management practices have implemented the lean bundle TQM, HRM, JIT, and TPM to succuss the operational performance. This study has been limited only to the pharmaceutical industry in Sri Lanka and measured lean management with the lean bundle. Also, operational performance has been measured with seven dimensions. The findings of this study have given a high value to implementing lean management using the lean bundle. This lean bundle can be used to gain high operational performance in any industry.

LEAN MANAGEMENT AND SMART EDUCATION

LEAN MANAGEMENT AND SMART EDUCATION

Lean Management Implementation in Malaysian Public Sectors: Critical Success Factors and Performance Implications

Abstract This study aims to investigate the effects of lean management implementation on public sector performance along with the critical success factors of its implementation. The cross-sectional quantitative survey collected 131 responses from public organisations in Malaysia selected through a stratified random sampling procedure. Data were analysed using the structural equation modelling (SEM) approach with SmartPLS 4 professional. Lean resources, lean culture, and lean knowledge management are critical success factors for implementing lean management in the Malaysian public sector. Subsequently, the holistic implementation of lean management will enhance their performance. This study provides a practical viewpoint for practitioners to understand and validate the potential benefits lean management can sustain if implemented with the critical success factors. As a result, practitioners and policymakers could use the insight from this study to tailor strategies for leveraging public sectors’ performance in Malaysia.

Products design process within the principles of lean management

Products design process within the principles of lean management

Research on Development of Supply Chain with Lean Management in Tunisia

Research on Development of Supply Chain with Lean Management in Tunisia

Application of lean methodology to frozen section workflow – An audit of present practices at a single large oncology center

AimWe conducted a pilot study to analyze the frozen section workflow in the histopathology department and to construct a future state map using Lean management for a better efficiency. MethodWe analyzed the current state of frozen section workflow in our department, from receipt of the specimen to delivery of slides to the pathologist to communication of report to the surgeon by using value-stream mapping and spaghetti diagram. Further, with the help of the fishbone diagram and Pareto's chart, root cause analysis was done, and a future state map was created with help of a spaghetti diagram to eliminate the non-value-added steps. ResultsOur current value-stream map identified a total specimen processing time of 3393 min of which 2880 min were value-added, translating to a process cycle efficiency of 84.88 %. Also, with the help of tools of lean management we constructed a future state map to improve process cycle efficiency. ConclusionIn this study, we have attempted to use a few tools of lean management systems and suggested ways for continuous improvements that can be successfully implemented in histopathology laboratories.

МЕТОДИКА РЕАЛИЗАЦИИ ПРОЕКТОВ ПО УЛУЧШЕНИЯМ В СИСТЕМЕ МЕНЕДЖМЕНТА БЕРЕЖЛИВОГО ПРОИЗВОДСТВА ОРГАНИЗАЦИИ ОБОРОННО-ПРОМЫШЛЕННОГО КОМПЛЕКСА

A method to implement improvement projects in the lean manufacturing management system (LMMS) of a military-industrial complex enterprise (MIC) is proposed, which is developed on the basis of the scientific and methodological apparatus of the modern theory of lean manufacturing (LM), as well as on the principles of scientific labor organization and project management. The algorithm of implementing the successful life cycle of such projects in the military-industrial complex enterprise is considered. A comprehensive system to evaluate the proposed improvement projects is presented, which allows determining the priority of the project in improvement activities. The best cases of implementing improvement projects are considered by the example of JSC "Obukhov Plant".

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.

Do lean practices increase nurses' organizational commitment and job satisfaction in Turkey? – A private hospital model

Background: Making the employee feel valued can significantly affect the employee's commitment to the organization. The most important criteria of lean health services are to develop a culture in which employees are empowered to be actively involved in the decision-making process. Objective: This study aims to examine whether lean management practices have an effect on increasing nurses' “organizational commitment” and “job satisfaction”. Method: The research was conducted in a private hospital in 2019-2021 in Turkey. In the study, the "Organizational Commitment and Job Satisfaction Questionnaire" was applied to staff nurses. Then the hospital management decided to implement “Lean Hospital” practices. In this process, lean training was given to the nurse management, and lean methods and techniques were applied in the field. After approximately 1.5 years, the questionnaires were re-issued to the participants again to compare and contrast results. Results: In the study, the mean score of the nurses from the "Job Satisfaction Questionnaire" before lean was 3.79±0.29, while it was 3.82±0.28 after lean. The average score from the "Organizational Commitment Questionnaire" before implementing the lean practices was 3.74±0.32. It was 4.18±0.21 after implementing the lean practices. While there was a low level of positive correlation between the nurses' mean scores of organizational commitment and job satisfaction questionnaires before implementing lean practices, it was found that the result was moderately positive after lean practices. Conclusions/Implications for Practice: Ensuring the participation of employees in the decision-making process and listening to their suggestions in lean management were positively associated with “organizational commitment” and “job satisfaction”. However, it should not be forgotten that lean practices are a long-term and continuous methodology.