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Journal articles on the topic 'Lean Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Litvaj, Ivan. "Lean management, lean principles, lean manufacturing." Technológ 15, no. 1 (2023): 69–71. http://dx.doi.org/10.26552/tech.c.2023.1.12.

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My article is focused on one main topic, the topic of lean management. I describe lean management in the article, in basic definitions, principles, and contexts. I do not deal in detail with individual elements and aspects of lean management in the article, because that was not the goal of the article. I define lean management, and its meaning in business practice, further I describe the principles of lean management and lean production.

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2

Küppers, Axel. "Lean Management." CNE Pflegemanagement 04, no. 04 (2017): 6–7. http://dx.doi.org/10.1055/s-0037-1606071.

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ZusammenfassungKeine Frage, im Pflegebereich ticken die Uhren anders als in der Industrie. Wer im Krankenhaus Lean Management verordnet, muss im Hinterkopf behalten, dass der Mensch im Vordergrund steht. Nicht alle Kliniken schaffen den Spagat zwischen Patientenzuwendung und Effizienz. Allzu häufig gilt: Im Kopf die Zahl, im Bauch das Gefühl – im Herzen Verwirrung. Doch es gibt Ausnahmen.

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3

Baldus, Oliver, Michael Barth, and Chris Heckmann. "Lean applications for Lean IP Management." Journal of Intellectual Property Law & Practice 14, no. 2 (2018): 93–98. http://dx.doi.org/10.1093/jiplp/jpy165.

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4

Nad, Thomas. "Systematisches Lean Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 105, no. 4 (2010): 299–302. http://dx.doi.org/10.3139/104.110299.

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5

Neuhold, Natasa. "Lean Hospital Management." Qualitas 20, no. 4 (2022): 12–13. http://dx.doi.org/10.1007/s43831-021-0059-2.

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6

Emmitt, Stephen. "Lean Design Management." Architectural Engineering and Design Management 7, no. 2 (2011): 67–69. http://dx.doi.org/10.1080/17452007.2011.582337.

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7

Hopkins, Savanah, Marcea Walter, and Sandra Collins. "Lean Daily Management." Health Care Manager 36, no. 3 (2017): 267–72. http://dx.doi.org/10.1097/hcm.0000000000000173.

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8

Ballard, Glenn, and Gregory Howell. "Lean project management." Building Research & Information 31, no. 2 (2003): 119–33. http://dx.doi.org/10.1080/09613210301997.

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9

Riis, J. O. "Lean project management." International Journal of Project Management 11, no. 1 (1993): 3–4. http://dx.doi.org/10.1016/0263-7863(93)90002-5.

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10

Dueck, Gunter. "Lean Brain Management." Informatik-Spektrum 29, no. 4 (2006): 300–305. http://dx.doi.org/10.1007/s00287-006-0092-x.

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11

Hanschke, Inge. "Lean Demand Management." Wirtschaftsinformatik & Management 7, no. 1 (2015): 60–68. http://dx.doi.org/10.1007/s35764-015-0507-z.

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12

Parkes, Aneta. "Lean Management Genesis." Management 19, no. 2 (2015): 106–21. http://dx.doi.org/10.1515/manment-2015-0017.

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Summary Lean Management is a philosophy and management concept, based on reduction of the waste and resources used in the process of producing goods and providing services. Lean Management genesis dates back to scientific management in America (for example concepts of H. Ford and F.W. Taylor) and quality management, including development of TQM concept. Japanese Toyota Production System has been inspired by chosen elements of these concepts, and then it evolved towards global concept called Toyota Way (which connects production rules with values and work attitude). TPS is considered to be a ma

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13

Janiszewski, Jan Maksymilian. "Lean management – organisational innovation in hospitals." Europa Regionum 31 (2017): 79–92. http://dx.doi.org/10.18276/er.2017.31-06.

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14

Romaniuk, Paweł. "Application of Lean Management in modern management public administration." Journal of Modern Science 37, no. 2 (2018): 203–2018. http://dx.doi.org/10.13166/jms/89777.

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15

Arora, P. "Application of lean principles/ lean management can improve." Indian Journal of Medical Microbiology 34, no. 2 (2016): 259–60. http://dx.doi.org/10.4103/0255-0857.180370.

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16

Schonberger, Richard J. "The disintegration of lean manufacturing and lean management." Business Horizons 62, no. 3 (2019): 359–71. http://dx.doi.org/10.1016/j.bushor.2019.01.004.

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17

Alla, Sedelnikova. "ENHANCING ENTERPRISE PRODUCTION MANAGEMENT SYSTEM THROUGH LEAN PRODUCTION PRINCIPLES." International Journal of Economics Finance & Management Science 08, no. 07 (2023): 09–15. http://dx.doi.org/10.55640/ijefms-9131.

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Efficient production management is essential for enterprises to maintain competitiveness and optimize resource utilization. Lean production principles have proven to be effective in streamlining operations, eliminating waste, and improving overall productivity. This study aims to enhance the enterprise production management system by implementing lean production principles. Through a systematic analysis of existing production processes, waste identification, and the application of lean tools and techniques, the study proposes strategies for process optimization, inventory management, quality i

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18

Küster, Daniel. "Lean Supply Chain Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 108, no. 6 (2013): 415–20. http://dx.doi.org/10.3139/104.110950.

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19

Blank, A., H. Dawson, C. Hammer, A. Perren, and A. Lugli. "Lean-Management im Pathologielabor." Der Pathologe 38, no. 6 (2017): 540–44. http://dx.doi.org/10.1007/s00292-017-0388-4.

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20

Becker, Jürgen. "Verbesserungskultur durch Lean Management." Innovative Verwaltung 40, no. 12 (2018): 42–44. http://dx.doi.org/10.1007/s35114-018-0147-2.

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21

Cortes, Hector, Joanna Daaboul, Julien Le Duigou, and Benoît Eynard. "Strategic Lean Management: Integration of operational Performance Indicators for strategic Lean management." IFAC-PapersOnLine 49, no. 12 (2016): 65–70. http://dx.doi.org/10.1016/j.ifacol.2016.07.551.

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22

Brajer-Marczak, Renata, and Andrzej Wiendlocha. "LEAN MANAGEMENT CONCEPT IN HOSPITAL MANAGEMENT – POSSIBILITIES AND LIMITATIONS." MANAGEMENT SCIENCES 23, no. 1 (2018): 4–12. http://dx.doi.org/10.15611/ms.2018.1.01.

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23

Usmanov, M. R. "Practical Issues of Implementation of the "Lean Management" Concept at LINK LLC." Chemistry and Technology of Fuels and Oils 640, no. 6 (2023): 7–11. http://dx.doi.org/10.32935/0023-1169-2023-640-6-7-11.

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This article provides the analysis of using the concept of lean production concept practice in the Engineering Production and Service Center of LINK LLC. The basic management practice used in industrial engineering has been presented and some particular features of LINK LLC have been described. Taking into account these particular features, the "7S Lean Management" model, which is used in the company, has been provided. The major goals and strategic claims based on use of standardized lean production practice at LINK LLC have been described, as well as examples of projects in this area have be

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24

Schultz, A. L., and N. J. Klungseth. "Lean and visual managements contribution to sustainable facilities management." IOP Conference Series: Earth and Environmental Science 1101, no. 6 (2022): 062011. http://dx.doi.org/10.1088/1755-1315/1101/6/062011.

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Abstract Sustainable management practices such as lean and visual management can be directly linked successfully to facilities management practices. This was acknowledged during an exploratory case study that assessed the leanness of a university’s transformation, evaluating their lean and value-added approach to enhancing workflow efficiencies. The research study was limited to one UK university estates and property services lean journey. Design science research methodology with an action research approach was applied. In conjunction with qualitative methods such as interviews, questionnaires

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25

Magauov, Tolegen. "ISO and Lean Quality Management Systems in Healthcare." Journal "Medicine" 11-12, no. 221-222 (2021): 13–21. http://dx.doi.org/10.31082/1728-452x-2020-221-222-11-12-13-21.

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Currently, in the healthcare of the Republic of Kazakhstan and many other countries, ISO standards are mandatory, and also in some countries the Lean Production System is used. In the Republic of Kazakhstan, the Ministry of Health issued guidelines for the implementation of lean technologies in healthcare organizations in 2017. However, the introduction of Lean technologies is not yet mandatory and has not become widespread in medical organizations in our country. In this regard, information on Lean technologies, experience of their application and effectiveness in healthcare organizations is

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26

Iuga, Virginia, and Claudiu Kifor. "Odel of Dynamic Integration of Lean Shop Floor Management Within the Organizational Management System." ACTA Universitatis Cibiniensis 65, no. 1 (2014): 39–45. http://dx.doi.org/10.1515/aucts-2015-0007.

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Abstract The key to achieve a sustainable development lies in the customer satisfaction through improved quality, reduced cost, reduced delivery lead times and proper communication. The objective of the lean manufacturing system (LMS) is to identify and eliminate the processes and resources which do not add value to a product. The following paper aims to present a proposal of further development of integrated management systems in organizations through the implementation of lean shop floor management. In the first part of the paper, a dynamic model of the implementation steps will be presented

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27

Dekier, Łukasz. "The Origins and Evolution of Lean Management System." JOURNAL OF INTERNATIONAL STUDIES 5, no. 1 (2012): 46–51. http://dx.doi.org/10.14254/2071-8330.2012/5-1/6.

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28

DEMİRTAŞ, ÖZGÜR, and BUKET KAYA. "LEAN MANAGEMENT APPROACH FROM CONTEMPORARY MANAGEMENT APPROACHES." International Journal of Management Studies and Social Science Research 05, no. 01 (2023): 25–41. http://dx.doi.org/10.56293/ijmsssr.2022.4547.

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In this study, it is aimed to evaluate the studies conducted between 2010-2020 in the field of lean management. The data used in the study were obtained by writing the word group of "lean management" in google academic. In this context, 137 published studies were analyzed. The majority of the reviewed studies (54.7%) consist of articles, then masters and doctoral theses. When the distribution of the studies by sector is examined, it is observed that the samples and applications are mostly focused on the private sector. Most of the studies associated with situation reports, and survey applicati

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29

Zarifa Zulkeflee, Gusman Nawanir, Airin Abdul Ghani, and Norhana Aripin. "THE IMPORTANCE OF LEAN KNOWLEDGE MANAGEMENT FOR A SUCCESSFUL LEAN MANAGEMENT IMPLEMENTATION IN THE MALAYSIAN PUBLIC SECTOR." International Journal of Industrial Management 16, no. 1 (2022): 13–24. http://dx.doi.org/10.15282/ijim.16.1.2022.9005.

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The Malaysian public sector has implemented many programs to enhance service performance. One of them is lean management. Since the 2000s, lean management has been popular among the public sector to improve service quality and reduce operating costs. However, adequate lean knowledge to strengthen lean implementation is essential. Therefore, the purpose of this study is to address the role of lean knowledge management for effective lean management implementation in the Malaysian public sector. This cross-sectional quantitative survey has collected 131 responses from public organisations in Mala

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30

Davydova, N. S., and N. V. Grashchenkova. "Lean production management system and sustainability of lean transformations." New Technologies 17, no. 2 (2021): 121–30. http://dx.doi.org/10.47370/2072-0920-2021-17-2-121-130.

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31

Kogler, Herbert, Michael Kazianschütz, and Jasmin Eisner. "Verbesserung im Blick: Vom Lean Management zur Lean-Logistik." Klinik Einkauf 07, no. 01 (2025): 32–35. https://doi.org/10.1055/a-2497-2313.

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Am LKH-Univ. Klinikum Graz wurde bereits vor zehn Jahren mit der Einführung von Lean-Ansätzen begonnen. Mittlerweile sind ein eigenes Lean-Logistik-Memorandum sowie Huddles Teil der Klinikkultur und ermöglichen eine bessere Patientenversorgung.

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32

Хомякова and E. Khomyakova. "Lean Management as a Way of Increase of Competitiveness of Russian Enterprises." Economics of the Firm 3, no. 1 (2014): 47–56. http://dx.doi.org/10.12737/4892.

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Perspectives of enhancing domestic enterprises’ competitiveness are considered in the context of integrating foreign-originated system of Lean Management; outcomes of the mentioned system introduction at the selected Russian enterprise are analyzed. Furthermore, core conditions, vital for successful introduction of the Lean Management system are outlined. Lean management is a worldwide practiced problem-solving technique, aimed at competitiveness enhancing; it has the form of workforce organized activities focused at costs minimization, and at maximization of products consumer value and valuea

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33

Wester, Lars Christopher, and Milos Hitka. "Shopfloor Management – A Tool of Lean Management." Management Systems in Production Engineering 30, no. 3 (2022): 238–45. http://dx.doi.org/10.2478/mspe-2022-0030.

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Abstract Lean management is an approach to continuous process optimisation. The methodology involves the entire value chain. The individual links are made more efficient and thus leaner. The main goal of lean management is to use various lean methods, procedures and thinking principles to coordinate all processes and activities in such a way that any kind of waste along the value chain is avoided in a holistic production system. This would result in the following main difficulties: Transporting information quickly and purposefully to the right places in the company. This is where the lean tool

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34

Hallam, Cory, and Carolina Contreras. "Integrating lean and green management." Management Decision 54, no. 9 (2016): 2157–87. http://dx.doi.org/10.1108/md-04-2016-0259.

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Purpose The purpose of this paper is to perform a literature review of peer-reviewed journal articles investigating the relationship between Lean and Green management in light of developing an integrated management model. Design/methodology/approach After an extensive search, 60 articles from 1996 to 2016 were identified as relevant to this study. Findings The evidence of successful integration of Lean and Green management has largely been weak. The strongest positive evidence between the two management philosophies has been for Lean implementation pushing Green outcomes through operational wa

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35

Ms. Snehal C. Jejurkar, Ms Snehal C. Jejurkar, and Prof R. B. Kesarkar Prof. R. B. Kesarkar. "Construction Value by Lean Management." Journal of Advances in Science and Technology 20, no. 1 (2024): 18–21. http://dx.doi.org/10.29070/dqzbkz65.

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Construction is one of the fastest-growing industries in the world and the second largestemployer in India after agriculture. There is usually agreement that the construction industry generates avery high percentage of waste. Eliminating or reducing waste can result in significant cost savings for theconstruction industry. Lean production optimized production system performance against maturitystandards to meet unique customer requirements. This article describes the application of Lean principlesin the construction industry using suitable Lean Construction tools and relevant case studies.To i

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36

Schuh, Günther, Till Potente, Fabian Bachmann, and Timo Nuyken. "Lean Management in indirekten Bereichen." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 107, no. 6 (2012): 399–403. http://dx.doi.org/10.3139/104.110776.

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37

Beinke, Thies, and Daniel Beinker. "Lean Management in der Kleinserienfertigung." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 107, no. 9 (2012): 666–70. http://dx.doi.org/10.3139/104.110816.

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38

Fischer, Tobias, and Jürgen Köbler. "Lean-Management und Industrie 4.0." Industrie 4.0 Management 2018, no. 6 (2018): 53–55. http://dx.doi.org/10.30844/i40m_18-6_53-55.

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39

El. Reifi, M. H., and S. Emmitt. "Perceptions of lean design management." Architectural Engineering and Design Management 9, no. 3 (2013): 195–208. http://dx.doi.org/10.1080/17452007.2013.802979.

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40

Furman, Joanna, and Marzena Kuczyńska-Chałada. "Change management in lean enterprise." Ekonomia i Zarzadzanie 8, no. 2 (2016): 23–30. http://dx.doi.org/10.1515/emj-2016-0013.

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Abstract The main purpose of the paper is the analysis of a process of change focusing particularly on the concept of slimmed production (Lean) and its implementation in the enterprise. A case study method was chosen as a research tool because it offers wide array of techniques and means of gaining and analysing data. A metallurgical company was evaluated as a case study in this article. Thanks to the implementation of Autonomous Maintenance the company reached a growth in skills and responsibility for work done and a reduction in malfunction at work places. Thus, total process maintenance (TP

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41

Hines, Peter, Mark Francis, and Pauline Found. "Towards lean product lifecycle management." Journal of Manufacturing Technology Management 17, no. 7 (2006): 866–87. http://dx.doi.org/10.1108/17410380610688214.

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42

Franks, S. "Beyond lean [supply chain management]." Manufacturing Engineer 82, no. 1 (2003): 38–40. http://dx.doi.org/10.1049/me:20030106.

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43

Ganebnykh, Elena, Anna Fedyaeva, Yulia Igoshina, and Andrey Ivashchenko. "From lean to green management." E3S Web of Conferences 91 (2019): 08038. http://dx.doi.org/10.1051/e3sconf/20199108038.

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The article is devoted to testing the hypothesis of Melnyk et al. that companies implementing principles of Lean Management System are more environmentally friendly than those that do not implement them. Melnyk tested his hypothesis in North American companies, where Lean Management System and Green Management System are introduced almost simultaneously. Russian production practice is significantly different from the American one, and Lean manufacturing is significantly ahead of Environmental management principles. To test the hypothesis, a formed sample of a number of Russian manufacturing co

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44

Ball, Daniel R., and John Maleyeff. "Lean Management of Environmental Consulting." Journal of Management in Engineering 19, no. 1 (2003): 17–24. http://dx.doi.org/10.1061/(asce)0742-597x(2003)19:1(17).

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45

Kadarova, Jaroslava, and Michal Demecko. "New Approaches in Lean Management." Procedia Economics and Finance 39 (2016): 11–16. http://dx.doi.org/10.1016/s2212-5671(16)30234-9.

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46

Abdallah, Ayman Bahjat, Samer Eid Dahiyat, and Yoshiki Matsui. "Lean management and innovation performance." Management Research Review 42, no. 2 (2019): 239–62. http://dx.doi.org/10.1108/mrr-10-2017-0363.

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Purpose The purpose of this paper is to explore the effects of innovation orientation (IO) on both the implementation levels of soft and hard lean management (LM), as well as innovation performance. It also aims at exploring the effects of soft and hard LM on innovation performance. Design/methodology/approach The study analyzes survey data collected as a part of a high-performance manufacturing (HPM) project from 238 international manufacturing companies in eight countries and three industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct valid

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47

Collar, Ryan M., Andrew G. Shuman, Sandra Feiner, et al. "Lean Management in Academic Surgery." Journal of the American College of Surgeons 214, no. 6 (2012): 928–36. http://dx.doi.org/10.1016/j.jamcollsurg.2012.03.002.

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48

Eberspächer, Matthias. "Programm-Management mit Lean-Konzepten." Wirtschaftsinformatik & Management 5, no. 3 (2013): 64–69. http://dx.doi.org/10.1365/s35764-013-0301-8.

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49

Hanschke, Inge. "Wirkungsvoll durch Lean IT-Management." Wirtschaftsinformatik & Management 7, no. 6 (2015): 43–53. http://dx.doi.org/10.1007/s35764-015-0605-y.

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50

Bošnjak, Ivan, and Marija Bošnjak. "LEAN System Management in Hospitals." Athens Journal of Health and Medical Sciences 7, no. 3 (2020): 127–44. http://dx.doi.org/10.30958/ajhms.7-3-1.

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