Implementation of Lean‐Kaizen in the human resource service process

Abstract

Purpose -Over the last decade, some Mexican public organisations have begun to enter into a dynamic in which issues such as service quality, ongoing improvement, and internal and external customer orientation are becoming essential to their day-to-day management. The purpose of this paper is to present a successful example of how Lean-Kaizen is implemented in the human resource service process of a Mexican public service organisation. Design/methodology/approach -The research method adopted is the case study. Research is carried out in a Mexican public service organisation, and adopts a retrospective focus. Four methods are used to gather data: direct observation; participative observation; documentary analysis; and semi-structured interviews. Findings -The Lean-Kaizen approach helps this public service organisation to improve cycle times in the human resource selection and hiring process. Various enablers and inhibitors are also identified during implementation. Research limitations/implications -Research is based on a single case study. However, rather than seeking empirical generalisation, it tries to examine how the Lean-Kaizen approach can be successfully implemented in a service process. Practical implications -The research is effectively a guide for practitioners (public managers) wishing to apply or already applying Lean-Kaizen in their service processes. Originality/value -A review of academic and practitioner literature on the subject indicated that implementation of the Lean-Kaizen approach has hardly begun to be explored. It is also significant that in Mexico and Latin America, examples of the transfer and implementation of this kind of approach are practically non-existent in academic literature on the subject.

Learning by doing: an undergraduate lean A3 project in a Kuwaiti bank

“…Gemba means the real place where the value is created (Imai, 1996). Several authors have stressed the importance of the method such as (Imai, 1996; Liker, 2004; Liker and Meier, 2006; Bicheno, 2008; Suárez-Barraza and Ramis-Pujol, 2010). According to Suárez-Barraza and Ramis-Pujol (2010), the gemba walk is a method that helps problem-solvers to watch the process and flow in real time to detect potential waste.…”

“…Several authors have stressed the importance of the method such as (Imai, 1996; Liker, 2004; Liker and Meier, 2006; Bicheno, 2008; Suárez-Barraza and Ramis-Pujol, 2010). According to Suárez-Barraza and Ramis-Pujol (2010), the gemba walk is a method that helps problem-solvers to watch the process and flow in real time to detect potential waste. This technique allows the problem-solvers to observe the problem points as they occur and to discuss them with the people who oversee the process.…”

Statistical impacts of interaction between mindset and engagement on Kaizen success: Empirical case among SMEs in Vietnam

“…In fact, Kaizen aims at making small, instant and incremental enhancements in work standards generated repeatedly by employees (Iwao, 2017). Consequently, it requires the full engagement of all members in related improvement activities (Singh and Singh, 2015;Suárez-Barraza and Ramis-Pujol, 2010); and, there is no need for organizations to muster their capital investment or pay special preparation at once. Kaizen deals with three pillars:…”

An instrument for assessing lean service adoption

“…Managers and their actions can make the difference between a successful and unsuccessful lean adoption effort (Radnor, 2010;Suárez-Barraza and Ramis-Pujol, 2010). We incorporated items designed to assess management commitment and the role played by managers in lean adoption, as well as managerial understanding of the lean concept.…”