Lean management implementation : determinant factors and experience

The article concerns the issue of implementation of lean management in organizations. Based on the literature review and its critical analysis key determinant factors for successful implementation such as: methodology of implementation, management support and communication, application of adequate change strategy, managing risk and suppliers integration have been identified. Moreover, thanks to the carried out research experience connected with implementation of lean management has been found. These experiences have sector, region or problem character. For organizations implementing or improving lean management practices they can be helpful in terms of avoiding mistakes or applying tested and positive solutions

Lean management implementation : determinant factors and experience

The article concerns the issue of implementation of lean management in organizations. Based on the literature review and its critical analysis key determinant factors for successful implementation such as: methodology of implementation, management support and communication, application of adequate change strategy, managing risk and suppliers integration have been identified. Moreover, thanks to the carried out research experience connected with implementation of lean management has been found. These experiences have sector, region or problem character. For organizations implementing or improving lean management practices they can be helpful in terms of avoiding mistakes or applying tested and positive solutions

What cases on lean hospital transformation tell us?

The scientific knowledge about the lean transformation of hospital processes is at best in its “emerging” phase; neither related international, nor Hungarian literature offers a systematic, comprehensive description of the phenomenon (Brandao de Souza, 2009). In this paper empirical evidences concerning the lean transformation of hospital processes are researched and systemized. Thus it provides a new insight of existing knowledge in order to provide solid base for further researches and practical actions

Work Organisation and Innovation - Case Study: LHT, Germany

[Excerpt] Lufthansa Technik AG (LHT) provides aircraft-related technical services to a worldwide customer base comprising airlines, aircraft leasing companies, maintenance organisations, and operators of business and VIP aircrafts. Besides the maintenance, repair, and overhaul (MRO) services that form the organisation’s core business, activities also include development and production activities, as well as logistics

Lean management implementation: Determinant factors and experience

The article concerns the issue of implementation of lean management in organizations. Based on the literature review and its critical analysis key determinant factors for successful implementation such as: methodology of implementation, management support and communication, application of adequate change strategy, managing risk and suppliers integration have been identified.Moreover, thanks to the carried out research experience connected with implementation of lean management has been found. These experiences have sector, region or problem character. For organizations implementing or improving lean management practices they can be helpful in terms of avoiding mistakes or applying tested and positive solutions

Implementation of Lean and digitalization in the Norwegian Coastal Administration Development Department.

In response to the recent decline in productivity within the construction industry, there has been a growing focus on digitizing projects and processes to streamline operations. This has led to the introduction of Lean as a methodology and new way of thinking in the industry. The aim of this thesis is to address the main question regarding Lean's applicability and implementation. “How can Lean implementation and digitization be optimized in a public administration context? An exploration of challenges and experiences at The Norwegian Coastal Administration Development Department.” To gather information on this topic, a literature review was conducted, complemented by interviews with individuals involved in various stages of projects at The Norwegian Coastal Administration (NCA). These individuals possess knowledge of Lean principles and frequently utilize digital tools to enhance efficiency in their daily tasks. While Lean has been a central aspect of corporate governance in Japan, particularly at Toyota Motor Corporation (TMC), its adoption in the construction industry has been at varying degrees. However, consistent positive outcomes have been observed in various projects that have embraced Lean's philosophy and principles. The application of Lean in project-based production varies from company to company, with TMC primarily focusing on its implementation in production engineering. External organizations like Lean Construction play an active role in facilitating the transition of Lean methodologies between different companies. The Last Planner System (LPS), a core component of Lean Construction, is employed for project planning and management. In this thesis, specific attention is given to the interpretation of the Last Planner System known as Involving Planning (IP), which is implemented by Veidekke AS in numerous projects. The experiences and insights gained from Veidekke's use of IP serve as a basis for drawing parallels and identifying strategies for implementing Lean in a public administration context, such as the Norwegian Coastal Administration. Continuous efforts are being made to explore digitalization of Lean principles in the public administration sector, aiming to enhance its manageability. This includes the adoption of digital tools and aids to streamline work processes. To successfully integrate Lean into an organization, it is crucial to understand that it is both a methodology and a mindset that should be embraced by leaders and workers alike. Developing a culture of improvement and fostering worker maturity, in terms of knowledge and results, are essential prerequisites for progressing towards digitalization and coordinated Lean implementation

Challenges and success factors for implementation of lean manufacturing in European SMES

Small and medium-sized enterprises are crucial to value creation in the European economy. The SMEs need continuous improvement initiatives to stay competitive. However, SMEs are less likely to implement lean practices compared to larger companies. Limited research exists on the factors that are vital for succeeding with Lean implementations in SMEs. A case study of Norwegian and Belgium SMEs has been conducted in the European research project ERIP (European Regions for Innovative Productivity). Six critical success factors are suggested, which correspond well with previous research: 1) Ensure strong management involvement. 2) Develop thorough employee participation. 3) Allocate sufficient time for preparing the organisation. 4) Focus on creating motivation to complete initiatives. 5) Build competence internally in the organisation. 6) Establish a performance evaluation system

Lean Thinking: Theory, Application and Dissemination

This book was written and compiled by the University of Huddersfield to share the learnings and experiences of seven years of Knowledge Transfer Partnership (KTP) and Economic and Social Research Council (ESRC) funded projects with the National Health Service (NHS). The focus of these projects was the implementation of Lean thinking and optimising strategic decision making processes. Each of these projects led to major local improvements and this book explains how they were achieved and compiles the lessons learnt. The book is split into three chapters; Lean Thinking Theory, Lean Thinking Applied and Lean Thinking Dissemination

Examining the Adoption of Lean Manufacturing in Lima Companies: An Exploratory Study of University Theses

Purpose: The objective of this research was to know the results of the adoption of lean manufacturing in companies in Lima, which were reported in theses for university degrees.   Theoretical framework: The adoption of lean manufacturing is challenging and complex and requires specialized process management due to the various barriers and drivers to adoption.    Design/methodology/approach: The study was conducted using an exploratory and descriptive methodology that consisted of reviewing university theses related to lean manufacturing. Subsequently, companies were identified and contacted by telephone, applying questionnaires with direct questions about adoption results.   Findings: The results were obtained from the review and comparison of university repositories, SUNAT (Superintendencia de administración tributaria) and telephone calls. Descriptive analyses were performed to evaluate the results, which provided insight into the application of the methodology.   Research, Practical & Social implications:  It is suggested for future research to explore the adoptions of lean manufacturing proposed in articles of indexed journals to learn about their experiences and adapt them to the national reality.   Originality/value: The results indicate that most of the university theses reviewed only propose the adoption of lean manufacturing and have not been implemented due to the complexity and sustainability of the methodology.

Lean towards learning: connecting Lean Thinking and human resource management in UK higher education

From its origins in the automotive industry, Lean Thinking is increasingly being seen as a solution to problems of efficiency and quality in other industries and sectors. In recent years attempts have been made to transfer Lean principles and practice to the higher education sector with indications of mixed consequences and debate over its suitability. This paper contributes to the debate by drawing evidence from thirty-four interviews conducted across two UK universities that have implemented Lean in some of their activities and we pay particular attention to the role of the HR function in facilitating its introduction. The findings suggest there are problems in understanding, communicating and transferring Lean Thinking in the higher education context; that, despite HR systems being vital facets of Lean, HR professionals are excluded from participation; and that as a consequence the depth and breadth of Lean application in the two institutions is very limited