PurposeThis paper identifies ten “enablers” for sustaining process improvement (PI) activities.Design/methodology/approachThe enablers are derived from analysing 40 activities and identifying the significant enablers from the more successful activities.FindingsFive enablers associated with activities that fully realise the PI activity are identified and a further five enablers associated with those activities that go on to achieve continuous improvement are identified.Practical implicationsThe enablers are designed to assist people who conduct PI activities, cell leaders whose areas are involved in PI activities and change agents and change champions who are co‐ordinating PI programmes. The practical nature of the enablers means that they are based on processes that cell leaders, change agents and change champions can affect.Originality/valuePI activities are a crucial tool for companies undergoing a lean transformation and removing waste from their processes. PI activities have been conducted widely throughout many industries and countries, but little analytical work has been done into what sustains the improvements made by these activities.

Purpose -This paper aims to develop a framework that rationalises transport flexibility into different types. In this way the role of the flexibility types in delivering specific strategic logistics outcomes can be determined. Design/methodology/approach -The authors undertake a synthesis of available literature related to flexibility to determine what types of transport flexibility are required and when. Findings -Twelve definitions and key components of transport flexibility are identified. These signify a proactive approach to the consideration of the subject within the context of a collaborative approach to relationships between carrier, supplier and customer. Research limitations/implications -This is a conceptual study developing definitions and models for transport flexibility. While these frameworks have been formed within the context of the literature, further research to determine the application of the model will need to be undertaken, to examine the benefits and costs associated with various degrees of flexibility. Practical implications -While the definitions and models are conceptual, they are important as generic templates by which carriers may develop a logistics strategy, determining their competitive offering and hence defining their flexibility capabilities. They may then determine the degree of collaboration necessary. The results of this paper also inform further empirical research into the area of transport and logistics flexibility. Originality/value -There is little research that addresses the issue of transport flexibility from a logistics perspective. Thus, there is originality in developing a framework that rationalises transport flexibility into different types. This will provide a foundation by which carriers and shippers may develop collaborative and information technology strategies.

This paper outlines a model for assessing the sustainability of shop floor based process improvement programmes. The model was developed as part of a larger research programme, investigating the inhibitors and enablers for process improvement. The model is based on the SMMT (Society of Motor Manufacturers and Traders) Industry Forum MasterClass Process Improvement activity, but can be applied to any intensive shop floor based process improvement programme. The model’s purpose is to identify the level of sustainability achieved by process improvement programmes and consists of two elements. The first element identifies five different levels of sustainability at cell level. The second element operates at factory level and examines the degree to which the tools and techniques have been spread between cells.

The barriers to implement lean have been well researched and have generated consistent results; this study identifies these as ostensible barriers. There is a dearth of research that focuses on understanding the causes of these ostensible barriers. Thus, this study aims to empirically investigate the deeper causes that produce ostensible barriers to implement lean in emergency areas of healthcare. To achieve this aim, the paper draws on rich, qualitative data from four different sources of data, using exploratory case studies as the main approach. Undertaking thematic analysis, six main underlying barriers emerge as the root cause of ostensible barriers. The results suggest that addressing each of the underlying barriers in healthcare is likely to support lean implementation and sustainability, by reducing the impact of restraining forces that come from stakeholders and the public healthcare system.

Purpose-In providing a fine grained analysis of public service management the review makes an important contribution to furthering research in service management, a body of literature that has tended to regard public services as homogenous or to neglect the context altogether. Design/methodology/approach-Integrating public management and service management literatures, the past and present of public service management are discussed. Future directions for the field are outlined drawing on a service-dominant approach that has the potential to transform public services. Invited commentaries augment the review. Findings-The review presents the Public Service Network Framework (PSNF) to capture the public value network in its abstraction and conceptualizes how value is created in public services. The study identifies current shortcomings in the field and offers a series of directions for future research where service management theory can contribute greatly. Research limitations/implications-The review encourages service management research to examine the dynamic, diverse and complex nature of public services and to recognize the importance of this context. The review calls for an interdisciplinary public service management community to develop, and to assist public managers in leveraging service logic. Originality/value-The review positions service research in the public sector, makes explicit the role of complex networks in value creation, argues for wider engagement with public service management, and offers future research directions to advance public service management research.