Lean Thinking: From the Shop Floor to an Organizational Culture

Amaro, Paulo; Alves, Anabela Carvalho; Sousa, Rui M.

doi:10.1007/978-3-030-57997-5_47

Cited by 6 publications

(7 citation statements)

References 33 publications

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“…This concept of value is in line with the concept of self-quality control in the Lean system, which must be conducted at all stages of the process, and for this, the minimum requirements of the intermediate outputs must be met (Womack et al , 1990). The focus on the internal customers of the processes also eases the mapping of the value stream, one of the Lean principles; however, it is possible to delineate the activities into which the process is divided and distinguish those with added value from those without added value (Amaro et al , 2020). Thus, continuous improvement is eased, and steps and/or resources that are not perceived as valuable (the waste) are eliminated.…”

Section: Lean Practices and Team Performance In The Context Of Higher...mentioning

confidence: 99%

An exploratory study of the relationships between Lean practices and team performance in higher education

Klein

Fuentes

Vieira

et al. 2023

IJLSS

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Purpose The purpose of this paper is to evaluate the causal relationship between Lean practices and team performance. Specifically, the authors tried to demonstrate which practices act as enablers of continuous improvement and waste elimination and what is their impact on team performance. Design/methodology/approach A survey was carried out in a Higher Education Institution (HEI) in Southern Brazil. The authors obtained a sample of 785 respondents. The data analysis procedures involved confirmatory factor analysis and structural equations modeling. Findings The results of the research provided support for the positive influence of continuous improvement on waste elimination and of these two practices on team performance. In addition, empirical support was obtained for the effect of leadership support, employee involvement and internal process customers on continuous improvement. Research limitations/implications Data collection was carried out online, so we were not able to maintain full control of the research respondents. This research generates relevant insights for decision-makers in the HEI environment, especially concerning Lean practices and team performance. The effects analyzed are even more relevant given the pandemic context. Practical implications This study shows how some higher education Lean practices can positively affect continuous improvement and better team performance. The results raise important insights for decision-makers to offer better higher education public services, especially given the context and changes imposed by the pandemic situation. Originality/value This paper initiates the discussion about enablers of continuous improvement and waste elimination in HEI and demonstrates their impact on team performance.

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Section: Lean Practices and Team Performance In The Context Of Higher...mentioning

confidence: 99%

An exploratory study of the relationships between Lean practices and team performance in higher education

Klein

Fuentes

Vieira

et al. 2023

IJLSS

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“…In addition, flow management is not significant in small, medium, and large companies. The connection between internal awareness and the use of lean thinking was examined by Malik et al [34] and Amaro et al [35]. Their study's findings demonstrated that internal interactions inside an organization can enhance organizational awareness, and that this phenomenon has a big impact on how lean thinking is implemented in employee involvement, internal technology development, and customer management.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Amaro et al [35] refer to the emergence of companies that have only a superficial understanding of the definition of lean thinking and the meaning it contains. Therefore, they introduced terms related to lean thinking further of lean thinking in order to improve the overall operation of the company by identifying possible value and eliminating waste.…”

Section: Lean Production Concept and Applicationmentioning

confidence: 99%

The Academic Development Trajectories of the Lean Production Based on Main Path Analysis Method

et al. 2022

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Enterprises looking to be competitive are constantly looking for a continuous increase in productivity, quality, and level of services. With the development of the industry 4.0 concept, manufacturers are more confident about the new advantages of automation and systems integration. Lean management is a well-developed and empirically proven managerial strategy. Combining lean and industry 4.0 practices seems to be a necessary evolutionary step to further raise the level of operational excellence. This study applied the main path analysis method to explore the development trend of lean management in the academic field. First, this study adopted the Scopus database to collect relevant papers, then analyzed their overall development trajectory by using Main Path 437 software, and used the g-index and h-index to identify more influential journals. Next, this study clustered the papers with similar topics into several groups, and then used Wordle software to present the keywords of each group in a word cloud that serves as a reference for naming. Thus, the top five groups obtained are as follows: “Lean production concept and application”, “Lean Six Sigma concept and application”, “Lean system integration and application”, “Lean construction concept and application”, and “Lean healthcare concept and application”. Finally, this study provides explanations and conclusions on each group’s development trajectory, as well as research recommendations in the field of lean production. The findings can serve as guides for industry, government, and academia as they develop future lean production development strategies. This study utilized an integrated analysis approach to successfully and effectively depict the trajectory of lean production development and applications, identify future research and development directions, and generate technological forecasts.

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“…The term “lean” was first used by Womack et al (1990) to describe TPS, which involves a series of methods and tools to continuously improve the efficiency and effectiveness of a system by eliminating waste. LT is implemented according to five principles: (Cruz and Leitner, 2010; Abdallah, 2020; Amaro et al , 2020):Definition of value according to customer's perspective.Mapping the flow of value, or rather outlining the activities into which the process is divided, distinguishing those with added value and those non-added value.Create the flow: the value creation process must flow continually (no waiting and delay).Pull production: the value flow should be based on pull production, i.e. produce only when and what is requested by the customer.Pursuing perfection is the point to which we must strive through continual improvement and eliminating wastes.…”

Section: Introductionmentioning

confidence: 99%

“…The term "lean" was first used by Womack et al (1990) to describe TPS, which involves a series of methods and tools to continuously improve the efficiency and effectiveness of a system by eliminating waste. LT is implemented according to five principles: (Cruz and Leitner, 2010;Abdallah, 2020;Amaro et al, 2020):…”

Section: Introductionmentioning

confidence: 99%

Improving performance of the hospitalization process by applying the principles of Lean Thinking

Fiorillo

Sorrentino

Scala

et al. 2021

TQM

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PurposeThe goal was to improve the quality of the hospitalization process and the management of patients, allowing the reduction of costs and the minimization of the preoperative Length of Hospital Stay (LOS).Design/methodology/approachThe methodology used to improve the quality of the hospitalization process and patient management was Lean Thinking. Therefore, the Lean tools (Value stream map and Ishikawa diagram) were used to identify waste and inefficiencies, improving the process with the implementation of corrective actions. The data was collected through personal observations, patient interviews, brainstorming and from printed medical records of 151 patients undergoing oral cancer surgery in the period from 2006 to 2018.FindingsThe authors identified, through Value Stream Map, waste and inefficiencies during preoperative activities, consequently influencing preoperative LOS, considered the best performance indicator. The main causes were identified through the Ishikawa diagram, allowing reflection on possible solutions. The main corrective action was the introduction of the pre-hospitalization service. A comparative statistical analysis showed the significance of the solutions implemented. The average preoperative LOS decreased from 4.90 to 3.80 days (−22.40%) with a p-value of 0.001.Originality/valueThe methodology allowed to highlight the improvement of the patient hospitalization process with the introduction of the pre-hospitalization service. Therefore, by adopting the culture of continuous improvement, the flow of hospitalization was redrawn. The benefits of the solutions implemented are addressed to the patient in terms of lower LOS and greater service satisfaction and to the hospital for lower patient management costs and improved process quality. This article will be useful for those who need examples on how to apply Lean tools in healthcare.

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Lean Thinking: From the Shop Floor to an Organizational Culture

Cited by 6 publications

References 33 publications

An exploratory study of the relationships between Lean practices and team performance in higher education

An exploratory study of the relationships between Lean practices and team performance in higher education

The Academic Development Trajectories of the Lean Production Based on Main Path Analysis Method

Improving performance of the hospitalization process by applying the principles of Lean Thinking

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