Lean Readiness Research Articles

The relationship between self-efficacy and sustainable Leanmanagement systems withinthe healthcare arena.

The purpose of this paper is to improve the understanding of the social contexts of sustainable Lean culture in healthcare by examining self-efficacy (SE) as a fundamental construct related to the value of perceived readiness, prior education of Lean and the importance of leadership's system-level support. A descriptive correlational study was conducted to identify the relationships between SE and Lean readiness factors, SE and prior Lean training, SE and clinical vs administrative roles and SE and perceived system-level support in a large health system. There was a statistically significant difference in self-reported readiness to use Lean tools between individuals who had received Lean training during their academic education and those who had not; however, their level of education did not impact SE. Lastly, and perhaps most important, the learner who embodies SE also has system-level support. Future directions of this research, in addition to assessing team readiness as other studies suggest, would be to evaluate individual team member readiness by gauging SE and addressing deficits prior to the deployment of process improvement (PI) projects to promote success and sustainability. This contributes to the ongoing scholarship of Lean management systems, providing clinical and non-clinical leaders with a contextual understanding of their supportive role in the SE of teams. This study demonstrates the value of understanding SE of individual team members and how it can contribute to overall improved team outcomes, directly impacting the sustainability of Lean change culture and its promotion of improved patient safety, cost efficiencies and access to care.

An Empirical Assessment of Lean Readiness in Pharmaceutical Component Manufacturing SMEs

This study aims to determine the readiness and adoption scenario in Pharmaceutical Component Manufacturing (PCM) industry, particularly the SMEs based in Europe. A quantitative survey of 434 PCM SMEs from around Europe was conducted. At the same time, organizations' preparedness was assessed using key performance indicators (KPIs), and their adoption status was determined by the challenges they encountered while adopting lean and their perceived advantages. The principal component analysis and multivariate analysis of the hypotheses revealed gaps in KPIs in these businesses and significant barriers to achieving desired goals. Based on the findings, a framework that shows these companies how to be efficient was proposed. This framework includes using tools and practices to find and eliminate waste, optimize work, and enhance employee productivity. It also emphasized the permanency of continuous improvement, applying relevant tools, and employee empowerment.

Lean Technical Factors and Customer Relations: An Assessment of Readiness to Deploy Lean Manufacturing within SMEs

The study aims to assess lean readiness level within manufacturing SMEs from technical perspective by examining the relationship between process management and planning & control on customer relations. The research applied quantitative survey approach by administering questionnaire to SMEs managers. Responses received were analyzed using SMART-PLS 4 to examine measurement model, structural model, and path coefficient. The findings of the study show that process management and planning & control have a positive and significant relationship on customer relations. The study implies that manufacturing SMEs in Nigeria have an appreciable lean readiness from technical perspective. It also indicates that processes, planning and control activities within SMEs are compatible with lean practices and techniques. The study is among the few that assess lean readiness from technical perspective, hence given a new insight in evaluation of lean readiness

Mediating Effect of Supplier Relations on Organizational Culture and Customer Relations in Measuring Lean Readiness Amongst SMEs: An Importance- Performance -Map Analysis (IPMA)

The study aims to examine the mediating effect of supplier relations on the relationship between organizational culture and customer relations in lean readiness assessment within manufacturing small and medium-scale enterprises in Nigeria. A questionnaire was administered to managers of manufacturing SMEs. Retrieved and usable responses were analyzed using SMART PLS 4 for measurement model, structural model, path coefficient, and Importance-performance map analysis. The study's findings reveal that positive and significant relationship exists between organizational culture and supplier relations. The relationship between supplier relations and customer relations was also positive and significant. Also, supplier relations mediate the relationship between organizational culture and customer relations. The importance-performance map analysis revealed that supplier relations is fundamental regarding lean readiness evaluation before full deployment. The study implies that culture match and alignment between supplier relations and customer relations are sacrosanct for practical lean readiness assessment and effective deployment within manufacturing SMEs. It further emphasizes the importance of supplier relations in achieving full lean readiness. Hence, the study contributes theoretically by examining the indirect role of supplier relations on organizational culture and customer relations. The study also offers insight to small and medium-sized business managers to make effective decisions on lean readiness before full implementation, minimizing the chances of unsuccessful lean deployment.

Lean readiness of organizations – A systematic scientometric review

This study identifies the lean readiness themes, factors/attributes, methodologies, frameworks & sectors of the study of lean readiness assessment. A systematic literature review (SLR) methodology was adopted. Fifty-three research articles indexed in the Scopus & Web of Science database were selected for review. The Zotero software tool was used to consolidate a unified list of articles. The identified articles were further processed and a scientometric review was conducted in the VOSviewer software. Ninety-three attributes of lean readiness within nine themes were identified. Training & Education, Top Management Commitment, and Leadership were found to be the most important lean readiness attributes. Fuzzy logic, Structural Equation Modelling (SEM), DEMATEL, and Likert Scale Surveys have been largely adopted for the design of the Lean Readiness Assessment Frameworks. Studies relating to service industries are presently lacking and need to be taken up on a larger scale. Although there have been literature reviews on the subject, this is the first study holistically investigating the attributes of ‘lean readiness’ and summarizing research gaps. The findings of this paper shall benefit the organizations in their readiness assessment and shall also pave the way for further research in many service organizations, with easily implementable and scalable methodologies.

Readiness Factors for Sustainable Lean Transformation of Construction Organizations

Despite significant research and development on lean construction over the last two decades, cases of sustained lean transformation are few. Readiness for lean transformation is considered an essential requirement. Several studies have been conducted to identify lean readiness factors and develop assessment frameworks in other sectors such as manufacturing, healthcare, pharmaceutical, emergency, higher education, etc., but none in construction. The main objective of this study is to identify the lean readiness factors for the successful lean transformation of construction organizations. Mixed methods of research have been adopted. Factors initially identified from the literature in other sectors and lean construction were further validated by a large team of lean experts. Seventy-three factors were identified, and a questionnaire survey was conducted to identify the critical lean readiness factors for construction organizations. One hundred and two responses were collected from expert lean practitioners and academicians from all over the world. The factors were ranked based on the Importance Index (II). Reliability analysis and ANOVA tests have been conducted. Support from top management, the process of understanding customer requirements, emphasis on team-working, critical data analysis, and constraint removal were found to be the top-ranked lean readiness factors. The study opens up new research directions in lean readiness evaluation and ensures sustained lean transformation of construction organizations.

THE INDIRECT EFFECT OF CUSTOMER RELATIONS ON LEAN SOCIAL FACTORS AND ORGANIZATIONAL READINESS FOR CHANGE AMONGST MANUFACTURING SMES IN NIGERIA: PLS-SEM APPROACH

The paper aims to assess lean readiness within manufacturing SMEs in Nigeria by examining the role of lean social factors, i.e., leadership, organizational culture, and employee relations, on organizational readiness for change (change efficacy and change commitment) through the indirect effect of customer relations. Data was collected from Managers of manufacturing SMEs through questionnaire administration. Three hundred questionnaires were analyzed using Partial Least Square – Structural Equation Modelling 3.3 (PLS-SEM). The study's findings reveal that all social dimensions (organizational culture, leadership, and employee relations) positively and significantly affect customer relations. Also, a significant, positive relationship was found between social dimensions and organizational readiness for change dimensions (change efficacy and change commitment), except for leadership and employee relations on change efficacy. The indirect effect on customer relations was positive and significant in the relationship between social factors and organizational readiness for change dimensions.

Lean Healthcare Readiness Evaluation among Staff in Private Hospital

Lean Management in Healthcare Institution shows several benefit based on evidence both clinically and financially. Some hospital in Indonesia already implemented lean management. In order to achieve sustainability of lean implementation, the hospital have to in the ready level to adopted it. This study aimed to evaluate the lean healthcare readiness among staff in private hospital. Thi sstudy used a quantitative study design with population of all employee in Panti rapih Hospital Yogyakarta. Sample of this study were 100 staff in some units that implemented lean healthcare. This study analysis used fuzzy technique from Lean Readiness Framework Instrument. This study showed that based on fuzzy and Euclidean analysis the readiness level of Panti Rapih Hospital in lean healthcare implementation is Close to ready (6.2 out of 7). This status means that the hospital already implemented lean in all aspect and bring to the daily basis work. The employee also put the patient safety and patient value in the first place. Unfortunately, the relationship between the hospital and the supplier did not have a standardization regarding lean implementation to reduce and eliminate waste in the process.

Kesiapan dan Penerimaan Karyawan terhadap Penerapan Lean Management di Rumah Sakit Bethesda

ABSTRACTIntroductions: Efficiency of health care services at a hospital became one of the solutions amid national health insurance era. Particular method offering the solution is lean management. Bethesda Hospital began implementing lean management in 2019. During the course of the program, readiness and acceptance evaluation at the level of employee never been accomplished. Organizations focused mainly on lean tools and lean techniques tend to allocate minimal measurement on readiness lead to reduced level of sustainability and last for short-term activities. Successful lean management require both preparation and implementation combining on lean readiness and lean acceptance data from the organization. Aim:This study aimed to measure employee readiness and acceptance toward implementation of lean management,and to describe the output of lean implementationMethods: An explanatory research took place in Bethesda Hospital, Yogyakarta. Survey were used to collect quantitative data while the qualitative approach performed through in-depth interviews.Results and Discussion: Lean readiness at Bethesda Hospital were analyzed using fuzzy and Euclidean. The analysis indicate value of 6.08 with HLR 4 distance 2.016 interpreted as "close to ready", therefore Bethesda Hospital is ready to start the lean journey, but is not yet fully ready , as well as continuous improvement.The aspects of readiness that still lack of improvement include supplier and customer involvement in lean, lean sensei in institutions, employee resistance, and reward systems.The highest indicator identified from element 6.4, patient and employee safety, while the lowest indicator originated from element 5.2, supplier involvement and conformity to the institution. Lean acceptance Bethesda Hospital measured through lean maturity present average score level 3, but in operational conditions at the hospital lean maturity is at level 2 where awareness of lean has occurred in general, but the lean approach only occurs in some areas with variability of effectiveness. The aspects of lean that still lack of improvement is the foundation of lean philosophy and a monitoring evaluation system that has not been standardized in all of sections.Conclusion: The lean implementation that has been carried out has provided good output in both financial and non-financial term. Bethesda hospital is considered to have the ability to start a lean journey, but the aspects of readiness that are lacking need to be improved. Bethesda hospital has sufficient level of acceptance to undertake further development of lean implementation.

Integration of a Lean Daily Management System into an Antimicrobial Stewardship Program.

Introduction:Growing demands and limited guidance on efficient use of resources to advance stewardship initiatives challenge antimicrobial stewardship programs (ASP).Methods:The primary aim was to incorporate a Lean Readiness and Metrics Board (RMB) into ASP and assess team member accountability and satisfaction with weekly 15-minute huddle participation within 1 year of implementation. ASP team survey data were analyzed for comments regarding Lean integration, team communication, and productivity. The second aim was to develop 5 shared metrics associated with quality, people, delivery, safety, and stewardship and evaluate ASP team productivity by assessing the impact of projects targeted at each specific metric. Pharmacist-physician ASP scheduling conflicts were addressed through identified rounding times under the “People” metric. The “Quality” metric assessed ASP intervention disagreement rate and collaborations that occurred to reduce disagreement. ASP tracked the number of individuals educated by ASP monthly through the “Delivery” metric.Results:Since August 2018, ASP replaced hour-long monthly meetings with weekly huddles at the RMB. On average, 14 members (88%) of the ASP participate weekly. Team members report improvement in communication and satisfaction with Lean integration. Metric utilization enhanced productivity. For the metrics under “People,” “Quality,” and “Delivery,” reduced scheduling conflicts occurred, the ASP intervention disagreement rate decreased (37.0%–25.6%; P < 0.001), and the ASP educated an average of 79 learners per month.Conclusions:Weekly huddles at the RMB enhanced communication and team accountability while visually displaying program needs, progress, and achievements. The RMB helps to ensure ongoing institutional commitment, and Lean methods show promise for evaluating and improving ASP productivity.

Lean Readiness Index for Malaysian Hospitals: An Exploratory Study

This paper presents an exploratory study on the development of lean readiness index for Malaysian hospitals. A questionnaire survey were obtained from 118 public hospitals and lean readiness model was developed using structural equation modeling (SEM) and the relevant constructs were identified using confirmatory factor analysis. The Lean Readiness Index (LRI) is formulated and a ruler in associate with the LRI were proposed as to meet the objective of the study. The finding to emerge from this study is that only 10.1% of Malaysian public hospitals have ‘good’ readiness status. The study also revealed the overall LRI’s value is 0.617 and, the majority of the hospitals were categorize as having ‘fair’ and ‘weak’ readiness status. The result indicated that training had the strongest association towards lean readiness while communication is the least. This study had revealed the readiness level for lean implementation in Malaysian public hospitals and proposed the required foundation that need to be enhanced before implementing lean.

Lean readiness factors for construction organizations

Application of the principles of the “Toyota Production Systems” and the advancements such as lean management systems for the construction projects are very beneficial. Implementation of lean systems in any organization is a journey of transformation that requires an intrinsic recognition of the need and commitment towards improvement, driven with passion by the top management, changes to existing organizational cultures and practices before it can be implemented. Studies have been documented that more than 90% of the organizations fail in their journey of lean implementation and a majority of the organizations have failed to sustain the implementation and reap the benefits thereon. Research has been conducted in SMEs and manufacturing, healthcare &amp; emergency, humanitarian &amp; higher education domains to identify a set of conditions/practices which indicate the state of readiness of organizations to embrace the lean journey. Currently, no studies exist which have investigated the aspect of lean readiness of construction organizations. The present study has identified the lean readiness factors for construction organizations covering all the phases of construction projects, through literature review and experts’ opinions. The factors identified form the basis for the design of the framework which shall benefit construction organizations immensely for sustainable lean transformation.

Critical success factors and practical considerations for Lean readiness and implementation in health-care: A literature review

Critical success factors and practical considerations for Lean readiness and implementation in health-care: A literature review

SUCCESS FACTORS FOR LEAN HEALTHCARE IMPLEMENTATION: AN EXPLORATORY CASE STUDY IN A BRAZILIAN HOSPITAL

This article analyzes the factors required for a successful lean implementation within the context of healthcare operations. For this purpose, a literature review was conducted to identify the success factors of lean implementation in healthcare settings. The paper adopts a case study methodology to investigate how a Brazilian hospital, which intends to be lean, has been prepared to achieve this goal. The studied hospital is in the process of lean implementation and has faced many challenges in this journey. This research analyzed seven success factors: (a) commitment from top management; (b) lean team; (c) strategy alignment; (d) understanding value; (e) training and engagement; (f) assess and control. Despite being in an initial stage of implementation, the hospital demonstrated a partial level of lean readiness. However, it still faces hard challenges in the implementation, especially regarding employees’ engagement. This paper contributes to the literature on lean healthcare implementation and offers recommendations for managers striving to implement lean in their organizations.

Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

Purposepurpose of this study is to present a Lean Readiness Assessment Model (LRAM) for assessing the readiness of Humanitarian Organizations (HO) for adopting Lean Management (LM) (Johanson et al.) practices. Literature reveals that implementation of LM itself is a cost and most organizations have failed to adopt LM techniques due to a non-readiness status and a non-supportive organizational culture. This situation indicates that the assessment of organizations' readiness before implementation of lean techniques is necessary.Design/methodology/approachThis was an empirical quantitative study. Based on a synthesis of the literature, a conceptual model was developed by identifying seven critical success factors (CSFs). The CSFs were validated by HO professionals via a questionnaire-based survey. The data from the responses were analysed by applying partial least square structured equation modelling (PLS-SEM) using the SmartPLS3 software.FindingsA proven LRAM was constructed that consists of CSFs (independent and mediating variables), which have reflected positive coefficients and significant t &gt;1.96 and p &lt; 0.05 values. The CSFs that are significant include process management, planning and control management, customer relationship management, human resource management, communication and coordination management and a positive organizational culture. The CSFs of supplier relationship and top management and leadership had insignificant t and p values and were dropped from the final LRAM.Originality/valueThis is a unique and rare study in its nature which developed LRAM for HO sector. The contribution of this model is to improve the efficiency and sustainability (economic and social aspects) of an HO under scarce resource conditions.

LEAN READINESS FACTORS AND ORGANIZATIONAL READINESS FOR CHANGE IN MANUFACTURING SMES: THE ROLE OF ORGANIZATIONAL CULTURE

Implementation of lean in manufacturing small and medium enterprises (SMEs) remains a serious challenge as many SMEs have failed at an early stage of lean deployment. Previous findings have concluded that manufacturing SMEs a lagging behind in terms implementing lean manufacturing and reaping its full benefits due to lack of effective lean pre- implementation framework to assess and SMEs readiness for change before deploying lean manufacturing. Similarly, there is a lack of lean manufacturing buy-in and low level of implementation among manufacturing SMEs remains in Nigeria. Coupled with the fact that research on lean manufacturing within SMEs is still a dearth in Nigeria and other developing countries at large. This study, therefore, proposes an effective framework for assessing lean readiness factors to organizational readiness for change with organisational culture as a mediator prior lean deployment among manufacturing SMEs in Nigeria. The aim of the study is to evaluate lean readiness factors that include; leadership, commitment, employee involvement, planning & control, process management, supplier relations and customer relations to organizational readiness to change to lean so as to evaluate whether manufacturing SMEs have the prerequisite quality practices, organizational culture and foundation needed to deploy lean. The study is based on a conceptual review of published literatures from various scholarly articles and reputable publications. The proposed lean readiness framework will serve as a comprehensive model for assessing manufacturing SMEs related quality practices prior lean deployment in order to be successful during full lean implementation. It will also be of great importance to both SMEs, researchers, governments and agencies towards promoting better quality practices in manufacturing SMEs.

Lean readiness within emergency departments: a conceptual framework

PurposeThe purpose of this paper is to develop a framework to assess the lean readiness within emergency departments (EDs) and identify the key quality practices deemed essential for lean system (LS) implementation.Design/methodology/approachAn extensive review of the lean healthcare literature was conducted, including LS implementation within the healthcare sector (both generally and in EDs), best ED quality practices, essential factors for LS implementation within healthcare and lean readiness assessment frameworks. The authors identified six main categories from a literature review (top management and leadership, human resources, patient relations, supplier relations, processes and continuous improvement (CI)), and validated these based on experts’ opinion.FindingsSeveral factors were identified as crucial for EDs, including top management and leadership, human resources, patient relations, supplier relations, processes and CI.Research limitations/implicationsThe framework has not yet been tested, which prevents the author from declaring it fit for EDs.Practical implicationsThis framework will help ED managers determine the factors that will enable/hinder the implementation of LSs within their premises.Originality/valueTo the author’s knowledge, this is the first lean readiness assessment framework for EDs and one of the few lean readiness assessment frameworks in the literature.

A FRAMEWORK FOR LEAN READINESS EVALUATION USING A HIERARCHICAL FUZZY SYSTEM

Lean manufacturing is becoming the frontrunner in solving manufacturing-related problems. To sustain the lean journey, assessing lean readiness is the appropriate way to implement it in any industry. In this research, lean readiness is evaluated in a case study industry using a framework model. It consists of two dimensions: the critical success factors, and the barriers. Using force field analysis, the conflicting nature of these dimensions was portrayed. With the help of fuzzy logic, a hierarchical fuzzy system was developed to evaluate lean readiness. The result of this method opens up a new direction for managers to identify lean readiness.

Measuring the lean readiness of Kuwaiti manufacturing industries

This paper measures the readiness of the Kuwaiti small and medium sized manufacturing industries to implement the lean system through an evaluation of their existing quality practices, and compare such readiness among different product sectors and ownership types. The study adopts the measurement framework developed by Al-Najem et al. (2013), which establishes six constructs related to lean quality practices, namely: process, planning and control, customer relations, suppliers relations, HR, and top management and leadership. Data were collected from a survey of 50 Kuwaiti small and medium sized manufacturing companies. One research question and two hypotheses were developed and tested using t-test and Levene's test, descriptive statistics, and one-way ANOVA. The results demonstrate that the Kuwaiti small and medium sized manufacturing industries are far from being ready to implement lean. In addition, the study found that product sector and ownership type have no significant impact on the lean readiness in the Kuwaiti small and medium sized manufacturing industries.

Measuring the lean readiness of Kuwaiti manufacturing industries

This paper measures the readiness of the Kuwaiti small and medium sized manufacturing industries to implement the lean system through an evaluation of their existing quality practices, and compare such readiness among different product sectors and ownership types. The study adopts the measurement framework developed by Al-Najem et al. (2013), which establishes six constructs related to lean quality practices, namely: process, planning and control, customer relations, suppliers relations, HR, and top management and leadership. Data were collected from a survey of 50 Kuwaiti small and medium sized manufacturing companies. One research question and two hypotheses were developed and tested using t-test and Levene's test, descriptive statistics, and one-way ANOVA. The results demonstrate that the Kuwaiti small and medium sized manufacturing industries are far from being ready to implement lean. In addition, the study found that product sector and ownership type have no significant impact on the lean readiness in the Kuwaiti small and medium sized manufacturing industries.