Lean Office contributions for organizational learning

Abstract

Purpose In organizational contexts, learning fosters the creation of knowledge at the individual and collective levels. In Lean Office, processes are customer oriented through continuous improvement and elimination of waste. In addition, Lean Office can promote changes in the corporate environment and drive organizational learning. Thus, the purpose of this paper is to identify and analyze the Lean Office factors that contribute to the organizational learning. Design/methodology/approach The method consists in a qualitative analysis of researches on Lean Office carried out in Brazil, based on the theoretical framework for analyzing organizational learning proposed by Argote and Miron-Spektor (2011). This framework defends the relevance of context and experience in knowledge conversion processes in organizations. Findings The study shows that Lean Office provides benefits for the learning process through Work Cells, Value Stream Mapping and Continuous Improvement. The effects of Lean Office are present in the organizational context, culture and behaviors, attitudes and skills of individuals. Practical implications This study brings for academics a discussion on Lean Office from the standpoint of elements pertaining to the organizational learning process. In this aspect, the study proposes treating the topic at a strategy level, striving to break out of the research boundaries that limit their scope to their operational results. For practitioners, the study introduces Lean Office factors that add positive results to the organizational learning process. Originality/value The paper presents a reflection of Lean Office in the field of organizational learning. In addition to the elimination of waste, the study investigates other functions in which Lean initiatives play a role, such as providing solutions for organizational problems and creating favorable learning contexts.

Analysis of a Business Intelligence process based on Lean Office principles

“…included other Lean Office tools such as work standardization, poka-yoke applied to the execution of tasks without errors and performance indicators. Therefore, they were effective in allowing the visualization of the value flow and elimination of waste, in a process with natural difficulty in identifying value due to the flow of information and knowledge not being a physical flow of materials, in agreement with Almeida et al (2017), Freitas et al (2018) and Ganesan and Gopalsamy (2019).According toFreitas et al (2018),Monteiro et al (2017),Rother and Shook (1999),Salunke and Hebbar (2015);Saurin et al (2012),Sobek and Jimmerson (2016) and Tortorella…”

“…In this case, the value flow is related to the flow of information and knowledge, and it is in these flows that the aim is to reduce waste. One of the difficulties encountered when applying the Lean mentality to the service environment is to identify the flow of value, given that the information is abstract, unlike physical products that move (ALMEIDA et al, 2 017;FREITAS et al, 2018). Principles such as the elimination of waste, standardization of processes, flow of value and customer voice and respect for humanity remain valid for the service environment (GUPTA; SHARMA, 2018).…”

“…In the literature, recent studies on the implementation of the Lean Office highlight the use of the VSM tool to identify and eliminate waste and processes and, consequently, obtain performance and agility gains (FREITAS et al, 2018). The VSM makes it possible, in a simple way, to give visibility to the process and facilitate decision making (ROTHER;SHOOK, 1999).…”

“…SHUKER, 2010). The VSM allows the understanding of the sequence of tasks and the rules of the process, in addition to promoting the retention of knowledge to the extent that all items of information inherent to the value flow are analyzed and recorded (FREITAS et al, 2018). It exposes past and future situations in accordance with the objectives outlined.…”

“…Kaizen events guide the implementation of a culture of continuous improvement, in accordance with the principle of perfect Lean Thinking, promoting a cycle of incremental improvement in the routines of processes and standardization of procedures (FREITAS et al, 2018). Quality management tools are also implemented, such as 5S (the five senses -Seiri, Seiton, Seiso, Seiketsu and Shitsukemeaning: Use, Organization, Cleaning, Hygiene and Discipline), the PDCA cycle (Plan, Do, Check, Act), FMEA (Failure Mode and Effect Analysis) and visual management tools, which contribute to improving communication and information dissemination(FREITAS et al, 2018). Standardized work is a method to establish a set of standardized work procedures that are documented and describe the best way for workers to perform their tasks and can be used as a Lean tool for the administrative environment(MAGALHÃES et al, 2019).…”