Lean Process Management Research Articles

Effective concepts of management against the challenges of the modern world: Lean and Agile: competition or cooperation?

Motivation: For a long time, new strategies, concepts and solutions regarding both process management in enterprises and managing the supply chains have been presented in the literature and implemented in business practice. They are to be an alternative to existing concepts. Considerations regarding these concepts focus on the speed of adaptation to changing conditions in the environment, flexibility, diversification and reducing the risk of disruption. The justification for the implementation of new solutions are the conditions and challenges in the environment of enterprises, especially the Covid-19 pandemic, but also economic crises, wars, terrorism, natural disasters, changes in energy prices. An example of such a concept is the Agile strategy. According to some authors, this strategy is a competitive concept to Lean Management. Other authors believe that they are complementary and that there are opportunities to combine them and thus achieve a synergy effect.Aim: The aim of the article is to compare the effectiveness of Lean and Agile process and supply chain management strategies in conditions of environmental instability, based on literature review and own research.Results: Lean and Agile strategies can be combined to some extent. In addition, such a combination may prove to be more effective and more resistant to interference than using “clean” strategies. The result of proper application of both strategies are lower costs, better product quality, higher level of logistics service, greater customer satisfaction and employee involvement, and thus the trade-up effect.

Real-life data from standardized preanalytical coding (SPREC) in tissue biobanking and its dual use for sample characterization and process optimization.

The standardized preanalytical code (SPREC) aggregates warm ischemia (WIT), cold ischemia (CIT), and fixation times (FIT) in a precise format. Despite its growing importance underpinned by the European in vitro diagnostics regulation or broad preanalytical programs by the National Institutes of Health, little is known about its empirical occurrence in biobanked surgical specimen. In several steps, the Tissue Bank Bern achieved a fully informative SPREC code with insights from 10,555 CIT, 4,740 WIT, and 3,121 FIT values. During process optimization according to LEAN six sigma principles, we identified a dual role of the SPREC code as a sample characteristic and a traceable process parameter. With this preanalytical study, we outlined real-life data in a variety of organs with specific differences in WIT, CIT, and FIT values. Furthermore, our FIT data indicate the potential to adapt the SPREC fixation toward concrete paraffin-embedding time points and to extend its categories beyond 72 h due to weekend delays. Additionally, we identified dependencies of preanalytical variables from workload, daytime, and clinics that were actionable with LEAN process management. Thus, streamlined biobanking workflows during the day were significantly resilient to workload peaks, diminishing the turnaround times of native tissue processing (i.e. CIT) from 74.6 to 46.1min under heavily stressed conditions. In conclusion, there are surgery-specific preanalytics that are surgico-pathologically limited even under process optimization, which might affect biomarker transfer from one entity to another. Beyond sample characteristics, SPREC coding is highly beneficial for tissue banks and Institutes of Pathology to track WIT, CIT, and FIT for process optimization and monitoring measurements.

The Effect of Management Behaviour on Lean Process Improvement in The Real Estate Sector in Ghana

Purpose: This paper is focused on determining the effects of Management behaviour on lean process improvement in the Real Estate Sector in Ghana. One of the fundamental requirements for the implementation of lean is not only the technical skills competencies and practices but also the soft skills such as management behaviours.
 Design/Methodology/Approach: A random sampling technique was employed for the study. The population comprises 189 real estate companies operating within the industry in Ghana. 200 sets of questionnaires were administered. The data was analysed descriptively.
 Findings: The findings indicated that management behaviours impact lean process improvement by ensuring that there is continuous improvement at the operational level to reduce cost and minimize waste. Furthermore, effective communication with employees significantly impacts lean process management as it helps employees get involved in the early stage of the lean implementation process.
 Research Limitations: The paper focused on the effects of Management behaviour on lean process improvement in the real estate sector in Ghana. 
 Practical Implication: The knowledge advanced in this study will inform organizations of the need to achieve their corporate targets, the lack of effective steering negatively affects performance.
 Social Implication: From the theoretical perspective, this study will help policy-makers in the real estate industry to review the existing policies which are geared towards helping the adoption of lean concepts in the industry.
 Originality/Value: The originality of this study stems from the fact that the effects of Management behaviour on lean process improvement have a significant impact on lean process management implementation in the Real Estate Industry in Ghana.

Applying quality concepts to achieve environmental sustainability in the freight transport sector – reviewing process management and lean

PurposeThe purpose of this paper is to revisit lean manufacturing and process management to review how these have targeted environmental sustainability and determine whether these have the potential to achieve environmental sustainability in small- and medium-sized companies within the freight transport sector.Design/methodology/approachThe methodology for this paper was divided into three steps. The first step involved a narrative literature review, including previously designed search strings. The second step involved a snowball approach, where the identification of new sources departed from previously selected articles. The third step included a completing narrative review to search for the most recent articles published related to the purpose. The analysis was based on the identification of benefits, challenges and the potential of lean and process management to deal with environmental demands among transport companies.FindingsThe findings suggest a potential of lean and process management for achieving environmental sustainability, if adapted appropriately. The potential is on the operative and strategic levels, respectively.Research limitations/implicationsThis study included two of the concepts from the quality movement from a literature perspective. Hence, there is a need for research to evaluate these results empirically. Additionally, other aspects should be studied within the quality movement for achieving environmental sustainability.Originality/valueThis paper aims to be a basis and a path for further theoretical and empirical research for the quality movement to support environmental sustainability. This paper particularly aims to fill part of the gap in the literature on how the freight transport sector can enhance environmental sustainability in its operations.

Data warehouse strategies and the modern anatomic pathology laboratory: Quality management, patient safety, and pathology productivity issues and opportunities.

Application of lean process management strategies to process improvement in clinical and anatomic pathology laboratories afford opportunities to enhance workflow process to lower costs and simultaneously to improve patient safety. Bar-codes are now employed in most modern anatomic pathology laboratories to track specimens from the clinicians' office or the operating room all through the continuum of service to specimen disposal. In order to enhance patient safety and workload optimization strategies, novel computer hardware and software assets are being developed to enable monitoring, analysis, and improvement of specimen workflow and diagnostic accuracy. More recently, data warehouse technologies from the retail industry have been optimized to permit high-throughput analysis of granular data in the laboratory arena. These optimize mass-data analysis in real time in the information technology space. In this review we describe the application of an in-house designed data warehouse to the anatomic pathology assets of a large regional reference laboratory.

Changing Patterns in Process Management and Improvement: Using RPA and RDA in Non- Manufacturing Organizations

Being, from the first sight, a complementary part of process management within an organization, process management automation draws a very broad and promising perspective to the whole business field since it is a step closer to the smarter and next level efficiency. Therefore, this particular theoretical scientific research elaborates the topic of the application of Robotic Process Automation (RPA) and Robotic Desktop Automation (RDA) concepts within the work activities in non-manufacturing organizations as this is a non-widely examined area and offers the whole specter of opportunities. Therefore, focuses are based on process management in organizations where client service is key activity and direction with soft systems and operations used as working tools. In addition, a comparative analysis of key similarities and differences of terms and practical application of RPA/RDA within the manufacturing and non-manufacturing sector is provided. Problematic areas, which this particular topic escalates, have a wide framework: first, it is noticed that the scientific field regarding the application of RPA and related concepts in combination with other process management methods (for example, Lean, Agile or Business Process Management (BPM)) has not been widely discussed. Second, in generally most of the past and ongoing scientific researches and practices tendencies and problems in process automation within the manufacturing sector field have been investigated. Accordingly, it is missing both quantitative and qualitative analyses of past and current situations in non-manufacturing business and public organizations. To generalize, it is agreed that process automation has made a notorious impact not only on the tendencies of process management within the business field but also on a society as a human resource. Therefore, investigation of this topic as a very relevant subject is essential since it has a direct and very strong impact on business cycles, technological evolution, and job market.

Lean implementation and a process approach – an exploratory study

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

Lean office e BPM: proposição e aplicação de método para a redução de desperdícios em áreas administrativas

A necessidade de eliminar desperdícios em áreas administrativas amplifica-se à medida que aumenta a competitividade nos setores, pressionando assim a redução de custos e despesas fixas. Neste contexto, além de mostrarem-se relevantes para as operações diretas, os conceitos e ferramentas Lean também ganham importância no escritório e em áreas de apoio. Apesar disto, os métodos disponíveis para a utilização do Lean em áreas administrativas carecem de integração com técnicas consolidadas pela literatura em Gerenciamento de Processos de Negócio. Frente a necessidade das organizações em eliminar desperdícios, e às lacunas identificadas na literatura existente sobre Lean Office, o presente artigo apresenta a proposição de um método para a implantação do Lean em áreas administrativas, incorporando o uso de técnicas de Gerenciamento de Processos. Além disto, este trabalho apresenta a aplicação do método no Sindicato das Indústrias Metalúrgica, Mecânica e de Material Elétrico e Eletrônico de São Leopoldo - SINDIMETAL. Para este objetivo, o trabalho revisa os conceitos Lean e de Gerenciamento de Processos de Negócio, utilizando como método de pesquisa a Design Science Research. Por fim são discutidas implicações a partir destas proposições bem como perspectivas para o desenvolvimento do Lean como alternativa para melhoria em operações administrativas.

Implementation of LEAN Process Management Tools in a Diversifying Cytopathology Lab to Reduce Waste

Implementation of LEAN Process Management Tools in a Diversifying Cytopathology Lab to Reduce Waste

Getting It Right for Patient Safety: Specimen Collection Process Improvement From Operating Room to Pathology.

Specimen labeling defects within the perioperative environment are a known patient safety risk that carries the potential for adverse outcomes. These outcomes are a result of errors that occur when unsuspecting providers operate within poorly designed processes with little control over the specimen collection context. Many costly outcomes resulting from labeling errors may include patient harm, inappropriate treatments, lengthy investigations, corrective actions, and, at times, legal action. This improvement initiative to identify and reduce the risk of specimen labeling defects includes the application of a disciplined Lean problem-solving approach with the engagement of employees who actually perform the work. By listening to the voice of our internal customers, we collectively redesigned the workflow by collaboratively linking work teams of the operating room and Pathology Department of Henry Ford Hospital, Detroit, over a 2-year period. We illustrate successful interventions achieved by Lean process management by streamlining, standardizing, and mistake proofing the processes and eliminating waste and inefficiency through systematic problem solving.

Modern Management Principles Come to the Dental School

The University of Washington School of Dentistry may be the first dental school in the nation to apply lean process management principles as a primary tool to re-engineer its operations and curriculum to produce the dentist of the future. The efficiencies realized through re-engineering will better enable the school to remain competitive and viable as a national leader of dental education. Several task forces conducted rigorous value stream analyses in a highly collaborative environment led by the dean of the school. The four areas undergoing evaluation and re-engineering were organizational infrastructure, organizational processes, curriculum, and clinic operations. The new educational model was derived by thoroughly analyzing the current state of dental education in order to design and achieve the closest possible ideal state. As well, the school's goal was to create a lean, sustainable operational model. This model aims to ensure continued excellence in restorative dental instruction and to serve as a blueprint for other public dental schools seeking financial stability in this era of shrinking state support and rising costs.

Operating Room Time Savings with the Use of Splint Packs: A Randomized Controlled Trial.

The most expensive variable in the operating room (OR) is time. Lean Process Management is being used in the medical field to improve efficiency in the OR. Streamlining individual processes within the OR is crucial to a comprehensive time saving and cost-cutting health care strategy. At our institution, one hour of OR time costs approximately $500, exclusive of supply and personnel costs. Commercially prepared splint packs (SP) contain all components necessary for plaster-of-Paris short-leg splint application and have the potential to decrease splint application time and overall costs by making it a more lean process. We conducted a randomized controlled trial comparing OR time savings between SP use and bulk supply (BS) splint application. Fifty consecutive adult operative patients on whom post-operative short-leg splint immobilization was indicated were randomized to either a control group using BS or an experimental group using SP. One orthopaedic surgeon (EMB) prepared and applied all of the splints in a standardized fashion. Retrieval time, preparation time, splint application time, and total splinting time for both groups were measured and statistically analyzed. The retrieval time, preparation time and total splinting time were significantly less (p<0.001) in the SP group compared with the BS group. There was no significant difference in application time between the SP group and BS group. The use of SP made the process of splinting more lean. This has resulted in an average of 2 minutes 52 seconds saved in total splinting time compared to BS, making it an effective cost-cutting and time saving technique. For high volume ORs, use of splint packs may contribute to substantial time and cost savings without impacting patient safety.

Perspectives from the Field: Applying LEAN Process Management to the NEPA Process: The Simplified EA/CE

The National Environmental Policy Act (NEPA) process and NEPA documents are constantly being assaulted as being too long, too cumbersome, too expensive, taking too long to accomplish, and not successfully accomplishing the goals of NEPA. Over the years, numerous efforts have attempted to reduce the overall cost, time, and size of NEPA documents. Unfortunately, most of these efforts have failed and, in many cases, actually have made things worse.Lean process management is a tool that can be used to effectively identify opportunities to improve the NEPA process and NEPA documentation in a manner that does not compromise the principles and requirements of NEPA, but allows for more effective and efficient development of NEPA documents. The result can be NEPA documents that are shorter, but overall documentation that is more complete than what is being developed today. The simplified environmental assessment/categorical exclusion template developed for the Colorado Department of Transportation (CDOT) is an example of what this process can accomplish when Lean is applied to NEPA, and the results are staggering. In the pilot, CDOT achieved a 75% reduction in the size of the document and a 50% reduction in review time. The second project to use the template saw even better results.Environmental Practice 17: 302–307 (2015)

Contemporary Lean Technology and Process Management Theory and System

The Lean technology and process management theory and system were researched. The Lean technology and process management was defined. And the contemporary Lean technology and process management theory system model was proposed. The contemporary Lean technology and process management system platform was set up.

Lean process management implementation through enhanced problem solving capabilities

All Original Equipment Manufacturers (OEM) organizations in Aerospace, Automotive and Electronics industries had to upgrade their functions. These organizations including suppliers and solutions providers are duty bound to improve their functions through strategic initiatives. One such initiative is Lean Process Management. Lean Process Management has proven to aid organizations in developing manufacturing and administrative management solutions and make the organization a leaner at the same time a ‘fitter’ one, achieving World Class standards in terms of production, quality, marketing, etc, etc. The issue or problem is, although a number of authors, experts, researchers have discussed the lean process management as part organization centric issues, they failed to provide an effective lean process management system. Besides the need to formulate an effective lean process as suggested by some authors, another important reason suggested is the employee’s development aspect regarding how to unlock the infinite potential of their workforce. This employee’s development is basically the problem solving capabilities of the employees while implementing the Lean through clear cutting protocols or processes of Lean Process Management. The employees need to be developed and equipped to contribute optimally to the process. Because of this scenario, the main objective of this study is to develop an employees development system which the author has acronym or trademark it as People Development System (PDS) to enhance problem solving capability among its employees while implementing the lean process management there. Although, the PDS can be implemented throughout the organization, if it is implemented in a particular department in an organization, it will be feasible to study and analyze its effectiveness in-depth. So, this study documents and analyzes the implementation of Lean process in the Kitting Department of the aerospace company, ABC Company. Qualitative and quantitative measures were also used to document the case study. The outcome of the people development system needs to be measured to understand its value in developing the problem solving capabilities among the employees. Only with developed and equipped employees, the Kitting Department can reduce its wastages, optimize its performance and thereby play a crucial role in making ABC Company a world class organization. As pertinent results of the PDS implementation, in general Kitting Department successfully achieved to meet their Department Key Performance Indicator and particularly the employees’ are also improve by practicing good lean behaviors and skill and knowledge in using lean tools which lead to better leanness level by improving employees’ problem solving capabilities in eliminating waste. On the whole, the lean process management and the resultant PDS is having positive applications, and importantly could also have positive applications in the future as well.

Lean process management implementation through enhanced problem solving capabilities

Lean process management implementation through enhanced problem solving capabilities

Creating value: a sufficient way to eliminate waste in lean design and lean production

Waste elimination is a by-product of lean process, lean design and lean production management. Viewing it as the raison d’etre, focus or purpose for lean is itself wasteful. The paper shows how an alternative purpose—creating value for customers and end users—is likely to result in more effective waste elimination and lead to more satisfied customers. The second part of the paper outlines the creative process as described by Robert Fritz, views Last Planner® as a creative process, draws some lessons from that viewpoint and then examines the waste reduction processes inherent within the Last Planner System.

Leanness Achievement through People Development System in Implementing Lean Process Management

Problem Statement: Many organizations fail to unlock the infinite potential of their workforce. In that case there will be more overhead, with more layers of management, which in turn could cause slower reaction times in fast changing business. Employees should only start, run and optimize the process, even developing themselves with the aid of People Development Systems (PDS), when they are under-equipped to handle the process. Approach: This study evaluate the improvement for the degree of leanness and top management commitment possessed by the company after PDS was implemented in the Kitting Department of the aerospace company. Quantitative measures were used to document the case study. Results: Leanness and top management commitments for kitting department shows significant improvement and strong relationship with problem solving capability which lead to achievement of better Leanness level through the infrastructural investments. Conclusion: Hence, the findings suggest or even prove that successful implementation of PDS which developed and equipped employees can provide a wide array of benefits to any company, irrespective of the industry in which it operates.

Leanness Achievement through People Development System in Implementing Lean Process Management

Leanness Achievement through People Development System in Implementing Lean Process Management

A Review of Problem Solving Capabilities in Lean Process Management

Human factor plays an important role in ensuring lean process management to be successful and provides good proposition for the success of the organization in the long run. One of the main elements of people is their problem solving capability in identifying and eliminating wastages. The purpose of this paper was to review problem solving capabilities in lean process management; and identifying the important factors and needs for lean process management. Beside that the paper also proposed the conceptual framework of people development system which can help organizations to enhance employees' capability in identifying and eliminating wastages continuously and effectively.