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- Ritchie, Ross, et al.
(författare)
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Implementing lean in a service environment
- 2010
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Ingår i: <em>Advances in Production Management Systems -</em> <em>new challenges, new approaches</em>. - Boston : Springer. ; , s. 587-594
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Bokkapitel (refereegranskat)abstract
- The study provides a description of what Lean means in a service context, focused on the energy sector. The study covered a range of operational processes, including TQM, Six Sigma and freestanding benchmarking and Kaizen initiatives. A divide between managers actively implementing Lean and those that are not is clear in both survey results and interviews; this divide is driven wider by the misunderstanding of what is actually being implemented, sometimes inappropriately assigned as Lean. Moreover, only a core of Lean manufacturing attributes are carried through into services: waste removal, responding to customer demand and increased breadth of communications in the firm. The study also finds that Lean is consistently confused with Six Sigma, but that this does not negatively impact the Lean implementation.
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| 2. |
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| 3. |
- Alvizos, Emmanuel, et al.
(författare)
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What is servitization anyway?
- 2010
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Ingår i: Proceedings of the 21<sup>th</sup> Annual Production and Operations Management Society Conference.
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Konferensbidrag (refereegranskat)
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| 4. |
- Angelis, Jannis, et al.
(författare)
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Lean and organisational fit : Ubundling implementation
- 2010
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Ingår i: Proceedings of the 21<sup>th</sup> Annual Production and Operations Management Society Conference.
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Konferensbidrag (refereegranskat)abstract
- In the past quarter century there has been a focus on the benefits that Lean can provide to anorganization. Much of this work has focussed on the process and content of Lean with littlework that focuses on its implementation. This research is conceptual and theorizes about theimplementation of lean. It draws on organizational theory – mainly sociotechnical systems –to create a number of propositions for the implementation of Lean.
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| 5. |
- Angelis, Jannis, et al.
(författare)
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Servitised experiences : Business and management implications
- 2010
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Ingår i: Issues of Business and Law. - Warsaw : Versita. - 2029-1094. ; 2, s. 1-11
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Tidskriftsartikel (refereegranskat)abstract
- This study explores business and management implications of the increased emphasis placed on experiences in a servitised context. Customer experience becomes an integral part of the offering, which necessitates greater end-user access to the value chain and emphasises their involvement in the offering. The two research questions on such a servitisation trend and management implications are investigated conceptually, supported by industry examples. The results indicate that operations need to be designed with customer perception and experience in mind, with corresponding performance measures and management. The split between front- and back office becomes less distinct, with greater customer involvement throughout the supply chain and life cycles stages. Relevant components that impact the experiences must be incorporated deliberately and from the outset, and controlling for error through reduced discretion becomes a priority.
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| 8. |
- Grove, Amy, et al.
(författare)
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Lean implementation in primary care health visiting services in National Health Service UK
- 2010
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Ingår i: Quality and Safety in Healthcare. - : BMJ. - 1475-3898 .- 1470-7934. ; 19:5, s. e43-
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Tidskriftsartikel (refereegranskat)abstract
- Background This paper presents the findings of a 13-month lean implementation in National Hearth Service (NHS) primary care health visiting services from May 2008 to June 2009. Method Lean was chosen for this study because of its reported success in other healthcare organisations. Value-stream mapping was utilised to map out essential tasks for the participating health visiting service. Stakeholder mapping was conducted to determine the links between all relevant stakeholders. Waste processes were then identified through discussions with these stakeholders, and a redesigned future state process map was produced. Quantitative data were provided through a 10-day time-and-motion study of a selected number of staff within the service. This was analysed to provide an indication of waste activity that could be removed from the system following planned improvements. Results The value-stream map demonstrated that there were 67 processes in the original health visiting service studied. Analysis revealed that 65% of these processes were waste and could be removed in the redesigned process map. The baseline time-and-motion data demonstrate that clinical staff performed on average 15% waste activities, and the administrative support staff performed 46% waste activities. Conclusion Opportunities for significant waste reduction have been identified during the study using the lean tools of value-stream mapping and a time-and-motion study. These opportunities include simplification of standard tasks, reduction in paperwork and standardisation of processes. Successful implementation of these improvements will free up resources within the organisation which can be redirected towards providing better direct care to patients.
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| 9. |
- Grove, Amy, et al.
(författare)
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UK health visiting : Challenges faced during lean implementation
- 2010
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Ingår i: Leadership in Health Services. - : Emerald. - 1188-3669 .- 1751-1879. ; 23:3, s. 204-218
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper is to present the challenges identified during a lean implementation in a health visiting service within a large primary care trust in NHS UK. Design/methodology/approach: Following a series of lean workshops a triangulated approach to data collection was adopted in order to determine the root cause of the challenges that were faced during this lean implementation. The three methods that were selected for qualitative analysis included semi-structured interviews, document analysis and researcher participant observation. Findings: Six key challenges were identified from the data analysis. These were: high process variability; a lack of understanding of lean; poor communication and leadership; target focused; problems defining waste; and difficulty in determining who is the customer and what do they value? Practical implications: Although this particular lean implantation had limited success, the research has highlighted a number of challenges which would have to be addressed prior to future lean exercises. This will assist other clinical and managerial staff to prepare for the challenges that may be faced during a lean implementation, and adapt their approach to future quality improvement. Originality/value: The barriers to lean implementation could be overcome with upfront planning, transformational leadership, excellent communication, identification and sharing of best practice and, above all, a shared vision. There is no quick and easy solution to productivity improvement, community services, as in this paper, cannot expect to select lean tools and techniques and emulate the success seen elsewhere. If they wish to deliver world-class healthcare in the face of constrained resources and greater demand, they need to adopt a long-term vision.
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