Measuring lean implementation for maintenance service companies

Abstract

Purpose -Implementation of lean manufacturing is currently performed in the production industry, however for the airline maintenance service industry it is still in its infancy. Indicators such as work in process, cycle time, on time performance and inventory are useful indicators to measure lean implementation, however a financial economic perspective taking fixed assets in consideration is still missing. Hence the purpose of this paper is to propose a method to measure lean implementation from a fixed asset perspective for this type of industry. With the indicators, continuous improvement scenarios are explored by value stream discrete event simulation. 2Practical implication -The Lean Transaction Cost Efficiency Model provides the capability for a maintenance service company to simulate the effects of process improvements on operations performance for service based companies prior to implementation.Social implication -Simulation of a Greenfield process can involve employees with possible changes in processes. This approach supports the adoption of anticipated changes.Originality/value -The found indicators form a preliminary model, which contributes to the usage and linkage of theories on lean manufacturing and transaction cost theory -asset specificity.

Guest editorial

“…Topics that were studied comprised contributions to the development of the methodology (Does et al , 2002; De Mast, 2006; De Mast and Lokkerbol, 2012; Lameijer et al , 2016; Zwetsloot et al , 2018), applications in small- and medium-sized enterprises (Timans et al , 2012 and 2016; Powell et al , 2013; Knol et al , 2018) and the relation of LSS with other business management functions such as human resource management (De Koeijer et al , 2014), management control (Tillema and Van der Steen, 2015), leadership (Van Dun et al , 2016 and 2017; Van Assen, 2018a and 2018b), innovation management (Solaimani et al , 2019) and Industry 4.0 (Tortorella et al , 2019). Important emphases for LSS implementation success were reported (Knol et al , 2019; Van Assen, 2019 and 2020), and finally, several reports on research in other than the manufacturing and health-care industries appeared from The Netherlands (De Mast et al , 2013; De Jong and Van Blokland, 2016; Gutierrez-Gutierrez, 2016).…”

Composite Indicators of Company Performance: A Literature Survey

“…de Jong and Beelaerts van Blokland (2015); Harik, El Hachem, Medini, and Bernard (2015); Sahu, Sahu, and Sahu (2016); Metaxas, Koulouriotis, and Spartalis (2016); Nerantzidis (2016); Paredes‐Gazquez, Rodriguez‐Fernandez, and de la Cuesta‐Gonzalez (2016); Garg (2017); Seo and Bae (2017); Mendola and Volo (2017); Tinggi, Hla, Jakpar, Cheuk, and Nichol (2017); Zhang, Chen, and Liu (2017); Beelaerts van Blokland, van de Koppel, Lodewijks, and Breen (2019); Azevedo, Godina, and Matias (2017); Rubio‐Romero, Pardo‐Ferreira, De la Varga‐Salto, and Galindo‐Reyes (2018).…”

“…Newell (2009); Beelaerts van Blokland et al (2012); Liu, Liang, Wang, Liu, and Xie (2014); de Jong and Beelaerts van Blokland (2015); Paredes‐Gazquez, Rodriguez‐Fernandez, and de la Cuesta‐Gonzalez (2016); Zhang, Chen, and Liu (2017); Beelaerts van Blokland, van de Koppel, Lodewijks, and Breen (2019)…”

Lean implementation for rail substation processes

“…The core of LP is to reduce waste and create value (Li Sha, 2008). Six-sigma, on the other hand, ensures that quality improvement methodologies like quality control and total quality management are implemented (de Jong and Beelaerts van Blokland, 2016).…”