Lean Office Research Articles

Lean Office Approach for Continuous Improvement Identification in the Admission Process of University Students

Lean Office Approach for Continuous Improvement Identification in the Admission Process of University Students

Exploring lean office in project management by means of a systematic literature review

PurposeThis study aims to find the main contributions from lean office (LO) that can be applied to the project management field, correlating these two areas toward an improvement in project management performance.Design/methodology/approachThis paper uses a systematic literature review as a methodological approach to find the main potential contributions from LO that can be applied to project management.FindingsThis study has selected the 13 most cited potential contributions from LO and its level of occurrence in a systematic literature review (SLR).Research limitations/implicationsThis study explores theoretical aspects of LO benefits on project management, and further empirical studies are needed to determine the risks and benefits of the concept listed here.Practical implicationsThe practical implications are that the most cited potential contribution from LO to the project management and those can be used as a guidance for project managers.Originality/valueThis article highlights the potential contributions from LO to project management field, which is novelty in the face of the existent literature.

IDENTIFICATION AND WASTE REDUCTION IN THE FURNITURE INDUSTRY THROUGH LEAN OFFICE

Objective: This study aims to investigate the identification and elimination of inefficiencies within the furniture industry, with the overarching goal of enhancing operational effectiveness and productivity. Theoretical Framework: Drawing upon principles from Lean Manufacturing and Lean Office, this research emphasizes the critical role of waste reduction and process optimization within organizational contexts. Key theoretical underpinnings include Lean Thinking, Value Stream Mapping, and Strategies for Waste Elimination. Methodology: Employing a case study approach, this research examines the implementation of Lean Office principles within a small-scale furniture manufacturing company. Data collection methods encompass document analysis, direct observation, and interviews with key stakeholders. Specifically, the study focuses on analyzing ten projects undertaken over the past 18 months, assessing their complexity and impact on operational efficiency. Results and Discussion: Findings reveal a substantial 82.5% reduction in waiting time following the adoption of Lean Office principles. This reduction translates to enhanced customer service, improved product quality, and cost savings. The discussion section contextualizes these findings within the theoretical framework, highlighting implications and identified relationships, while also acknowledging potential discrepancies and limitations. Implications of the Research: The practical and theoretical implications of this study provide valuable insights into strategies for operational enhancement within the furniture industry. These insights extend to areas such as process optimization, waste reduction, and organizational efficiency, with potential applications across various sectors. Originality/Value: This study contributes to the existing literature by demonstrating the effectiveness of Lean Office principles in addressing inefficiencies within administrative environments. Its innovative approach to operational improvement underscores its relevance and potential impact on organizational practices.

Industry 4.0 technologies and Lean Office: perspectives to Smart Office

Industry 4.0 technologies and Lean Office: perspectives to Smart Office

Lean Office: Proposition and Application of a Process-Mapping Method Based on the Shingo Production Mechanism (SPM)

This study proposes a process-mapping method based on the SPM to identify waste in office environments. Design Science Research was used to develop a method (M0) for mapping processes in office environments. This method was subjected to critical analysis by four experts in the field, who sent their contributions. Thus, a new method (M1) was generated, which was instantiated in a company in Brazil in the process of technical publications and user guides. As a result, in the practical application, it was possible to verify the efficiency of the proposed method, and the future flow of the analyzed flow allowed a reduction in the lead time by 75% and an increase in the rate of added value from 4.88% to 19.56%. The method can contribute to the identification of waste more complex than the usual VSM and thus improve office environments. This way, managers and process engineers can understand the activities in detail and propose improvements in these processes, generating greater speed and precision. This method proposal for administrative environments, aims to expand the detailing of waste, allowing greater precision in the identification of waste and, consequently, greater effectiveness in improving the process flow analyzed.

How to develop standardized work for business processes in the transactional office environment

Standardised Work (STW) is one of the most effective but least utilized Lean tools for business process improvement initiatives in the transactional office environment known as the ‘Lean office’. The STW not only establishes a baseline for continuous improvement initiatives but also facilitates them by giving indications of key improvement opportunities in the present best practice. The STW is a thorough document in which the process workflow is broken into a number of consecutive work elements whose processing times are labelled according to their nature and required resources. Developing the STW for business processes in the manufacturing environment is quite common; however, it is quite rare and limited in the transactional office environment. This is primarily caused by the business-office processes’ complexity or underestimating their influence on overall business success. In this study, we position and highlight the importance of the STW in the Lean office programme and propose a pragmatic and tractable framework for developing the STW for business-office processes through the use of a pilot process. The proposed STW framework was implemented successfully in the pharma industry. Finally, the paper is concluded by discussing the possible obstacles and providing future research directions.

Sustainability in Public Universities through lean evaluation and future improvement for administrative processes

The positive results of manufacturing companies adopting lean production practices certainly impacted the adaptation of Lean Manufacturing principles to the service sector, culminating in what we know today as Lean Office. Based on this approach, many Universities have adopted lean principles and practices to improve their administrative processes and thus add value to their students, faculty and staff. From this perspective, but going further, the present research has the general objective of raising the main sustainable impacts generated by a University through the application of Lean Office in its administrative processes. Methodologically, the research is supported by a case study at a Federal Public University in Brazil, where two service processes will be analyzed, one aimed at students and the other at employees (teachers and technicians). The work is conducted according to the phases and steps recommended by the LEFI Method (Lean Evaluation and Future Improvement), with a significant part of the results obtained by the steps related to Value Stream Mapping. As the main results, it is observed that the elimination of waste in administrative processes at the University target of the present study culminated, only in the year 2021, in the saving of 444,754 sheets of printed paper that, due to all its consequences, indirectly impacted the economy of 1,380,000 L of water, in the non-emission of 43.82 kg of CO2 and the preservation of 67 trees.

Bayesian networks as a guide to value stream mapping for lean office implementation: a proposed framework

Bayesian networks as a guide to value stream mapping for lean office implementation: a proposed framework

Critical Failure Factors of Process Development by the Lean Office Methodology

Critical Failure Factors of Process Development by the Lean Office Methodology

Lean Office: The Lean methodology applied to the improvement of administrative processes in a Higher Education Institution

With the advent of globalization, provided in part by the advancement of information and communication technologies (ICT), has allowed companies in different segments and on different continents to have a significant increase in their visibility on the world market, thus requiring them to be more competitive with other companies. The specific objectives are the following phases: to carry out a survey of the current conditions of the administrative procedures related to the sector of the Directorate of Administrative Services, as well as their demands and results; to verify at which stages of the processes there is a waste of time in the execution of these administrative procedures, that is, to identify opportunities in the procedures practiced by the IES; to propose improvements based on LO thinking for each of the opportunities found; and finally to identify to what extent the results, or the deliveries made, have had a significant improvement from the proposition of applying LO concepts. As a research method, it will use the following tools: bibliographic research, documentary research, statistical treatments, Quality Management, Value Flow Map, using the 5S tools, Standardized Work, SIPOC, Visual Management and Business Process Model and Notation (BPMN). To this end, LO concepts will be used for the organization, the survey, analysis and proposals for improvements in the identified processes. As a result, there is an alignment among its employees and compliance with all mapped activities, without rework and with significant results.

Lean Office: The Lean methodology applied to the improvement of administrative processes in a Higher Education Institution

Lean Office: The Lean methodology applied to the improvement of administrative processes in a Higher Education Institution

Analysis of a Business Intelligence process based on Lean Office principles

Purpose – Business Intelligence (BI) is the company's ability, through the use of technologies and methods, to transform data from external and internal environments into information to improve performance. Capture, management and transformation can be understood as processes and these can present problems and need for improvement. This article presents a case of applying Lean Office in a BI process in a service large company. The goal is to identify BI process-related waste and propose improvements through Lean Office tools and principles.Methodology – The research was developed through a case study. Three data collection instruments were used: participant observation, document analysis and documented interviews. The analyzes were conducted based on the data collected and tools identified in the literature were applied that helped in conducting the analysis of the information transformation process.Findings - The article presented two main results, the detailed presentation of BI activities that are little explored in the literature, especially in developing countries, and the contribution of Lean Office's philosophy and tools for improving the management of a BI process.Originality/value – It contributes to a better understanding and creation of a common vision about the BI process between researchers and practitioners, and with a case that exemplifies the potential of the Lean Office to identify waste, analyze causes and improve the performance of this process.Keywords - Business intelligence. Business analytics. Process improvement. Lean Office.

Melhoria de processo em uma unidade do DETRAN-SP: uma análise segundo os princípios do lean office

A preocupação com a qualidade e eficiência dos serviços atingiu também o ambiente público. O objetivo dessa pesquisa é apresentar o processo de melhoria implantado em uma unidade de trânsito do Departamento Estadual de Trânsito do Estado de São Paulo sob à luz da teoria do lean office. Esse estudo apresenta uma pesquisa exploratória que traz a contextualização do setor público e do lean office, apresentando algumas aplicações de sucesso no ambiente público. A pesquisa caracteriza-se como um estudo de caso de natureza qualitativa, em que os dados foram coletados por meio da análise documental e do sistema de gestão do órgão e da observação direta. Após o levantamento desses dados, foi mapeado o fluxo de valor do processo de emissão do CRLV (Certificado de Registro e Licenciamento de Veículo), pois tal processo é importante nas rotinas de funcionamento desse órgão. Em seguida, detalharam-se as alterações desse procedimento administrativo, além disso, relatou-se a inclusão de tecnologias de suporte. Ao final observou-se como resultados a redução do lead time de 2 dias úteis para no máximo 1 hora. Além disso, essa mudança resultou em uma redução no consumo de aproximadamente 9300 folhas de papel em um ano só nessa unidade em estudo, desse modo colaborando para a questão ambiental. Assim, os conceitos do lean office aplicados nesse ambiente público foram bem sucedidos, podendo servir de modelo para outros órgãos de trânsito do país.

Information management in lean office deployment contexts

PurposeLean office covers the improvement of administrative processes and information flows. In offices, one of the essential challenges is to coordinate the development of information management capabilities. Thus, this paper aims to identify the key factors of information management in lean office deployment contexts.Design/methodology/approachBy adopting a qualitative approach, it consists of theoretical research that applies grounded theory's coding technique and exploits 27 scientific studies on lean office published in the past 20 years.FindingsIt identifies five key factors for managing information into an organizational structure that optimizes information flow, such as “information-seeking,” “access to information,” “information quality,” “information processing” and “use of information and communication technology”.Research limitations/implicationsData analysis was restricted in scientific research regarding lean office deployment. Therefore, the accuracy of the concepts and categories of information management proposed in this paper can be adjusted and validated in future research, thus deepening the discussion of its findings.Practical implicationsIt highlights issues for managing information in contemporary organizations such as failures in information retrieval, restrictions on access to information, lack of quality information, inadequate information processing criteria and inefficiency of information systems infrastructure.Originality/valueIt analyzes the lean office deployment from the theoretical framework of information management. Thus, it differs from other studies in this field because it is not limited to the operational aspects of lean management. Nevertheless, it shows that lean office reconfigures information flows and continually improves organizations’ strategic management.

Lean Office Applied In the Training and Development Sector of An Electricity Distribution Company

Lean Office Applied In the Training and Development Sector of An Electricity Distribution Company

Melhoria do processo de importação a partir de conceitos do lean

O processo de importação é considerado um processo complexo devido ao alto lead time de suprimento e muita burocracia, ocasionando elevados estoques na importadora. Este artigo apresenta uma proposta de melhoria no processo de suprimentos de itens importados do setor automotivo, a partir da aplicação de conceitos do Lean Office. Para tanto, utilizou-se a ferramenta Mapeamento de Fluxo de Valor (MFV) para entender o fluxo dos itens importados e identificar pontos de desperdício. Assim, foi proposta a utilização de um mix de itens para importação, a partir da demanda do cliente interno e alteração do modal de transporte marítimo para aéreo. Esta proposta possibilitou reduções significativas no estoque e no lead time de entrega, de modo a atender a demanda mais rapidamente, com uma redução de 70% nas atividades que não agregam valor e 73% no tempo total de ciclo do processo de importação. Resultando numa economia anual de R$53.000,00.

Lean as an Integrator of Modular Construction

The use of Lean concepts is growing in several industrial sectors. Corporations are seeking new ways to achieve improved operational performance and to identify process improvement measures to improve workflows. The research presented in this proposes to achieve a conceptual framework that can be used in the modular construction market. The research method selected is Design Science Research (DSR), since the research proposes to create a new artifact constituting the integration of Lean Manufacturing, Lean Thinking, Lean Construction and Lean Office in a consistent manner and one that can accommodate Integrated Project Delivery (IPD). In this paper, Permanent Modular Construction (PMC) will be investigated as an industrial construction process. PMC consists of the manufacture of components of the building with volumetric geometry, produced outside the construction site in a factory environment and then transported to the worksite to be assembled with a set of other modules, with comparably few construction activities carried out on site. In order to execute projects using this construction method it is necessary to integrated design, factory operations, transportation and construction site operations, accounting for different locations and different characteristics in a single workflow: this is one of the primary challenges of PMC.

A Systematic Literature Review on Lean Office

A Systematic Literature Review on Lean Office

Transferring lean knowledge within multinational networks

Transferring lean knowledge is crucial for multinational companies; however, it is very difficult. Nevertheless, our knowledge in the area is limited. This paper investigates (a) how lean knowledge is transferred within multinational networks and (b) the type of organizational context that supports it. We use four case studies with 18 interviews in our exploratory study. Our results indicate that companies use a sophisticated knowledge transfer system with a fine web of practices that serve to transfer both explicit and tacit knowledge. The revealed organizational contexts show different patterns of division of labour (and responsibilities) between a central lean office and the particular subsidiary’s lean office. Our findings highlight the importance of transfer coalition, which consists of the cooperation of lean experts and top management during the knowledge transfer process. Top managers play a key role with their weak inter-unit ties, and they provide guidance for lean efforts and allocate sufficient resources to them. Further findings show that the evolution of lean transitions is not linear, and each of our case companies has witnessed turnaround during their journey.

Roma development drilling – evolution of well design and drilling performance

Santos’ Roma field, located in the Surat Basin, has been producing coal seam gas (CSG) since 1988; however, development drilling did not commence until 2011. Since this time, well design has evolved to maximise access to coals and operability for artificial lift systems. Concurrently, performance has dramatically improved through scale of sanctioned work programs and revised contracting strategies, enabling continuous and sustainable time and cost reductions. This paper reviews Santos’ development drilling activity in the Roma CSG field since 2011, highlighting critical events and step changes. The following aspects are addressed: • Evolution of well design: A series of well designs have been trialled, ranging from deviated to vertical, fracture stimulated to open-hole slotted liner well types. Collaboration with both Reservoir Engineering and Production Operations have been critical in arriving at a fit-for-purpose design. • Effect of the industry downturn: The industry downturn spanning 2014–2016 presented an opportunity to reset and rationalise execution approach. • Operating and contracting model: The updated model focused on utilising a consistent, fit-for-purpose rig fleet and service companies, supported by lean office and field based operations teams. • Benefits of large scale, continuous work programs: The scale and continuity of operations are key to achieving continuous and sustainable time and cost reductions. • Opportunities: Future opportunities have been identified for ongoing optimisation in a changing market.