Information management in lean office deployment contexts

Abstract

Purpose Lean office covers the improvement of administrative processes and information flows. In offices, one of the essential challenges is to coordinate the development of information management capabilities. Thus, this paper aims to identify the key factors of information management in lean office deployment contexts. Design/methodology/approach By adopting a qualitative approach, it consists of theoretical research that applies grounded theory's coding technique and exploits 27 scientific studies on lean office published in the past 20 years. Findings It identifies five key factors for managing information into an organizational structure that optimizes information flow, such as “information-seeking,” “access to information,” “information quality,” “information processing” and “use of information and communication technology”. Research limitations/implications Data analysis was restricted in scientific research regarding lean office deployment. Therefore, the accuracy of the concepts and categories of information management proposed in this paper can be adjusted and validated in future research, thus deepening the discussion of its findings. Practical implications It highlights issues for managing information in contemporary organizations such as failures in information retrieval, restrictions on access to information, lack of quality information, inadequate information processing criteria and inefficiency of information systems infrastructure. Originality/value It analyzes the lean office deployment from the theoretical framework of information management. Thus, it differs from other studies in this field because it is not limited to the operational aspects of lean management. Nevertheless, it shows that lean office reconfigures information flows and continually improves organizations’ strategic management.

From Lean Production to Lean 4.0: A Systematic Literature Review with a Historical Perspective

“…The very limited academic literature available starts on 2006 with Herkommer et al, Lean Office-System [109] and focuses on surface optimization, workplace improvements [110], and information flows in administrative processes [111]. A systematic literature review published in 2019 [112] described implementation issues and areas of research.…”

“…Lean six sigma evolution.3.2.12. Lean Office(2005) Lean office (LO) appeared in 2005 with the book The Lean Office[107], collecting practical cases from 2000 to 2004 of extending lean to non-manufacturing environments.In 2011, Locher published Lean Office[108] with a methodological and holistic approach to apply lean in services, commercial and administrative environments.The very limited academic literature available starts on 2006 with Herkommer et al, Lean Office-System[109] and focuses on surface optimization, workplace improvements[110], and information flows in administrative processes[111]. A systematic literature review published in 2019[112] described implementation issues and areas of research.As a conclusion, lean office is a transfer to non-manufacturing environments with a focus on improving efficiency at the administrative level.…”

A Gestão da Informação no Processo de Avaliação da Capes Associada ao Assessoramento Secretarial

“…Estes identificam a relevância da gestão da informação no desempenho organizacional em três esferas, quais sejam, na posição competitiva, na produtividade e na satisfação do cliente. Freitas & Freitas (2020) elencam os principais fatores de gestão da informação no contexto dos escritórios "enxutos" -lean office: busca; acesso; qualidade; processamento; e uso de tecnologias de informação e comunicação. Os autores afirmam que esta identificação decorreu de outras investigações em diferentes campos, confirmando a interdisciplinaridade na essência da gestão da informação.…”

“…Pelo exposto, dedutivamente, tem-se como objeto de estudo um contexto específico, investigado a partir da lente teórica da Gestão da Informação (Choo, 2005;Davenport & Prusak 1997;Freitas & Freitas, 2020;Le Coadic, 1996;Lira, Bezerra, Carneiro & Fell, 2017;McGee & Prusak, 1994), na condição de ela representar uma estratégia (Mintzberg & Waters, 1985;Mintzberg, 1987) e para condução e efetividade do processo de avaliação .…”

Untitled

“…Principles of decentralization afford principals autonomy and discretion in determining school practices and innovative leadership (Lukas & Jankovic, 2014). Some delegate to the subordinates, however, others restrict the authority delegation on decision-making and tend to follow the logic of a quick-fix approach (Freitas & Freitas, 2020). In private schools, for example, leadership exhibits more autonomy in influencing school-level policies (Shakeel & DeAngelis, 2017).…”