An assessment of adopting lean techniques in the construct of hotel supply chain

Al‐Aomar, Raid; Hussain, Matloub

doi:10.1016/j.tourman.2018.06.030

Cited by 52 publications

(40 citation statements)

References 39 publications

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“…Current research in the direction of Lean process optimization in the hospitality industry and future research directions are presented in the scientific paper [85], which demonstrates that Lean manufacturing methods can be transferred to the hospitality industry, taking into account certain features (are introduced notions such as Lean hospitality, Lean hotel). The studies and analyses, performed in the works [86,87], refer to the evaluation of the performances of the sectors of the hospitality industry, by applying the Lean Six Sigma techniques. An extensive and recent study [88], investigates the existing literature on process improvement in production and service organizations by implementing the Lean Six Sigma (LSS) methodology and provides opportunities for future research by applying Big data analytics, in all phases of LSS.…”

Section: Lean Techniques and Methodsmentioning

confidence: 99%

Improving the Management of Tourist Destinations: A New Approach to Strategic Management at the DMO Level by Integrating Lean Techniques

et al. 2020

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Destination management organizations have a key role to play in the governance of tourism destinations, in managing destination networks and in ensuring good cooperation between stakeholders. Although, destination management organizations (DMOs) are atypical organizations, their operations are evaluated according to their organizational efficiency and effectiveness. This study aims to propose a framework to improve the management of the tourist destination through an innovative approach that interconnects strategic management and Lean techniques to increase efficiency and productivity in operational processes, organizational efficiency and effectiveness at the DMO level. The framework developed in this study interconnects the analysis of the internal environment through the Value Chain and the Lean Six Sigma methods identified to be suitable for application in the management of the tourist destination. Testing of the practical application of this framework was done for Association for the Promotion and Development of Tourism (APDT), which is the DMO that ensures the management of the tourist destination of Brasov, Romania. The research contributes to the optimization of the processes at the DMO’s level. The framework developed in this study can be implemented by practitioners to improve the management of the tourist destination. The paper also offers future research directions.

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Section: Lean Techniques and Methodsmentioning

confidence: 99%

Improving the Management of Tourist Destinations: A New Approach to Strategic Management at the DMO Level by Integrating Lean Techniques

et al. 2020

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“…This finding is consistent with that of Sahoo and Yadav [7], which cited that most of the companies are concerned about the cost and time involved in implementing LM. Since the benefits of lean may take a while to materialize, the investment returns could be difficult to estimate or justify [53]. Despite being well-known for improving productivity, lean implementation is still a doubtful endeavor for SMEs due to the vague financial costs involved and the potential benefits that may arise from it [7].…”

Section: Resources Barriersmentioning

confidence: 99%

“…Lean roadshows Workshops Seminar Exhibition Non-lean companies have resources constraint on time (BRES1), capital fund (BRES2), and labor (BRES3). Lean implementation is still a doubtful endeavor for SMEs due to the vague financial costs involved and the potential benefits that may arise from it [7] The benefits of lean may take a while to materialize, the investment returns could be difficult to estimate or justify [53].…”

Section: Government Initiative University Collaborationmentioning

confidence: 99%

An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

et al. 2021

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This paper investigates the barriers that hinder the implementation of lean manufacturing in wood and furniture industries as the adoption of this philosophy in such industries is not promising especially in emerging economies. To this end, a comprehensive review of the literature was performed to identify the barriers and develop a conceptual model. Next, structural equation modeling is employed to examine the model using the collected data from 131 wood and furniture companies. The findings revealed a synergetic effect between three key factors—culture and human attitude, knowledge, and resources—which play a crucial role in implementing lean. The analyses indicated the reasons of companies refused or not ready to implement lean on knowledge and culture and human attitudinal issues, particularly in companies that have limited resources. It is believed that resource issues are an obstacle to lean implementation, but not as important as knowledge and culture and human attitudinal issues. Sufficient knowledge is needed to deploy lean practices as well as changes in culture and human attitude. Investigating the relationships between these three key barriers is a contribution that this study intends to become a forward step for promoting lean manufacturing among under-studied industries. This paper also proposes that through adopting the activities for lean implementation, small and medium enterprises can experience and quantify the positive impacts of lean practices. Government agencies, universities, and professional bodies can support such enterprises in this transition through targeted interventions that address the barriers presented.

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“…The lean production mentality continues to be implemented in the service sector. Lean philosophy, both production and service sector value, optimization, quality, standardization and simplification principles are common [4]. However, the wastes defined as 7 types in lean production are 10 types (Figure 2) in the service sector [5].…”

Section: Lean Philosophymentioning

confidence: 99%

Value Stream Mapping: A Method That Makes the Waste in the Process Visible

Doğan¹,

Yağli²

2020

Lean Manufacturing and Six Sigma - Behind the Mask

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Defining customer and value in lean thinking is crucial. All wastes that do not add value to the customer in business processes should be eliminated. In the real world and related literature, there are various methods used to eliminate waste and improve processes. One of the methods frequently used is the value stream mapping (VSM). VSM is preferred since it enables to take the picture of a process. Moreover, VSM is the identification of all activities that create and/or do not create value in the processes, from the supplier of the product or service to the customer. This chapter deals with lean philosophy, lean techniques and specifically the VSM method. In addition, some examples of VSM applications in the service and production sectors are discussed and the findings obtained from these applications are evaluated. Finally, the chapter concludes with some managerial implications as well as potential future research areas.

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An assessment of adopting lean techniques in the construct of hotel supply chain

Cited by 52 publications

References 39 publications

Improving the Management of Tourist Destinations: A New Approach to Strategic Management at the DMO Level by Integrating Lean Techniques

Improving the Management of Tourist Destinations: A New Approach to Strategic Management at the DMO Level by Integrating Lean Techniques

An SEM Approach for the Barrier Analysis in Lean Implementation in Manufacturing Industries

Value Stream Mapping: A Method That Makes the Waste in the Process Visible

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