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Journal articles on the topic 'Lean Thinking'

Author: Grafiati
Published: 4 June 2021
Last updated: 19 February 2023

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1

Callaway, Natalia F., Joyce H. Park, Jacqueline Maya-Silva, and Theodore Leng. "THINKING LEAN." Retina 36, no. 2 (February 2016): 335–41. http://dx.doi.org/10.1097/iae.0000000000000712.

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2

Jessop, D. A. "Lean thinking." European Journal of Purchasing & Supply Management 3, no. 4 (December 1997): 241. http://dx.doi.org/10.1016/s0969-7012(97)89696-7.

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3

Procter, D. "Lean thinking in steel." Total Quality Management 8, no. 2-3 (June 1997): 71–74. http://dx.doi.org/10.1080/0954412979721.

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4

Jaworsky, Michael S. "Thinking Lean in Sonography." Journal of Diagnostic Medical Sonography 36, no. 2 (January 15, 2020): 187–91. http://dx.doi.org/10.1177/8756479319899617.

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AbstractThinking LEAN is an informal way to continuously be aware of and look to improve the value of your surroundings. A sonography department has many moving parts or “steps.” Identification and reduction of unnecessary steps may create greater efficiency and value for a process. This may ultimately provide a better experience for the sonographer and the customer.
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Bader, Bruce H., M. Affan Badar, Suhansa Rodchua, and Alister McLeod. "A study of the balancing of lean thinking and stakeholder salience in decision-making." TQM Journal 32, no. 3 (February 12, 2020): 441–60. http://dx.doi.org/10.1108/tqm-04-2019-0108.

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PurposeThis research brings together two streams of thought applied to decision-making: lean thinking and stakeholder theory. Both have been identified as ways to improve organizational value. Previous studies disagree regarding whether they can work together. This study investigates if managers balance stakeholders and lean thinking in decision-making.Design/methodology/approachThis research investigates if both lean thinking and stakeholder salience share common literature by using data mining. It surveys organizations that perceive themselves as lean and have multiple diverse stakeholders to determine whether waste and salience are considered when making decisions. An ANOVA is done to see if organization type, management level, organization size, geographic location, or lean maturity has an effect on the priority of stakeholder salience or lean thinking's waste variants when making decisions.FindingsFindings of this research are: 1) stakeholders salience criteria are considered more often than lean thinking's waste variants in decision-making by managers as a whole and in particular by middle-level managers and senior managers. However, lean thinking's waste variants are considered as often as stakeholder salience criteria by first-line managers. 2) The ranking of stakeholder salience in making decisions is not affected by organization type, respondent position, organization size, perceived lean experience, or geographic location. The organization type, organization size, lean experience, and location do not affect the ranking of lean thinking variants either. But the ranking of lean thinking's waste variants is significantly different for first-line, middle-level, and senior managers. Middle-level managers rank lean thinking higher than that of either first-line or senior-level. Because of this, middle managers have a more balanced approach in using lean thinking and stakeholder salience than other managers. 3) Stakeholder salience criteria have a significantly higher ranking than lean thinking variants in making decisions for all organization types: manufacturing and nonmanufacturing.Originality/ValueThis research demonstrates a significant disconnect exists between lean thinking and demands of stakeholders that impacts the value of an organization, and only middle-level managers bring balance and awareness of both streams of thought. An empirical instrument has been developed to balance the stakeholder salience criteria with the lean thinking variants.
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Schmidt, Maurice, Matthias Görke, and Dennis Pischke. "Ganzheitliches Lean Thinking in Lernfabriken." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 110, no. 6 (June 28, 2015): 383–87. http://dx.doi.org/10.3139/104.111347.

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Castle, Andrew. "Lean thinking on the wards." Nursing Standard 22, no. 8 (October 31, 2007): 16–18. http://dx.doi.org/10.7748/ns.22.8.16.s23.

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Jorma, Tapani, Hanna Tiirinki, Risto Bloigu, and Leena Turkki. "LEAN thinking in Finnish healthcare." Leadership in Health Services 29, no. 1 (February 1, 2016): 9–36. http://dx.doi.org/10.1108/lhs-08-2015-0021.

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Purpose – The purpose of this study is to evaluate how LEAN thinking is used as a management and development tool in the Finnish public healthcare system and what kind of outcomes have been achieved or expected by using it. The main focus is in managing and developing patient and treatment processes. Design/methodology/approach – A mixed-method approach incorporating the Webropol survey was used. Findings – LEAN is quite a new concept in Finnish public healthcare. It is mainly used as a development tool to seek financial savings and to improve the efficiency of patient processes, but has not yet been deeply implemented. However, the experiences from LEAN initiatives have been positive, and the methodology is already quite well-known. It can be concluded that, because of positive experiences from LEAN, the environment in Finnish healthcare is ready for the deeper implementation of LEAN. Originality/value – This paper evaluates the usage of LEAN thinking for the first time in the public healthcare system of Finland as a development tool and a management system. It highlights the implementation and achieved results of LEAN thinking when used in the healthcare environment. It also highlights the expectations for LEAN thinking in Finnish public healthcare.
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Anderson, John B., Heather Marstiller, and Kevin Shah. "Lean Thinking for Primary Care." Primary Care: Clinics in Office Practice 46, no. 4 (December 2019): 515–27. http://dx.doi.org/10.1016/j.pop.2019.07.009.

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10

Tsasis, Peter, and Cindy Bruce-Barrett. "Organizational change through Lean Thinking." Health Services Management Research 21, no. 3 (August 2008): 192–98. http://dx.doi.org/10.1258/hsmr.2007.007023.

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Powell, Alison, Rosemary Rushmer, and Huw Davies. "Effective quality improvement: Lean thinking." British Journal of Healthcare Management 15, no. 6 (June 2009): 270–75. http://dx.doi.org/10.12968/bjhc.2009.15.6.42569.

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Razmak, Jamil, Samir Al-Janabi, Faten Kharbat, and Charles Bélanger. "Lean Database: An Interdisciplinary Perspective Combining Lean Thinking and Technology." International Arab Journal of Information Technology 18, no. 1 (December 31, 2020): 25–35. http://dx.doi.org/10.34028/iajit/18/1/4.

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Halkoaho, Arja, Emmi Itkonen, Esko Vanninen, and Jori Reijula. "Can Lean Thinking enhance research administration?" Journal of Hospital Administration 3, no. 2 (November 14, 2013): 61. http://dx.doi.org/10.5430/jha.v3n2p61.

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Background: Hospital research administration is expected to provide improved work efficiency and service delivery in the upcoming years. Meanwhile, resources to support scientific research are dwindling, as is the amount of research support personnel. The aim of the study was to investigate the research admission’s user needs, their opinions on the state of today’s scientific research and also to assess its future development needs and find out whether a customer-oriented management philosophy such as Lean Thinking could be implemented in the research administration setting to enhance work processes and services. Methods: In this study, thematic interviews were used as a method. Kuopio University Hospital researchers (n = 7) and research administration personnel (n = 11) were interviewed. The interviews were carried out by one researcher and lasted on average approximately 60 minutes per interviewee. Results: The interviews revealed that several issues, such as bureaucracy, decreased attitudes towards research, lack of transparency and face-to-face customer service by the research administration, have hindered and complicated research work and service delivery. The study addressed a need for a comprehensive, linear, efficiency- and quality-oriented, user-focused management philosophy. Conclusions: The results of the study support implementation of a customer-oriented management philosophy into the research administration to improve its work processes and service delivery. Although Lean Thinking remains untested in the research administration setting, its fundamentals and strengths seem to answer many needs of the research administration.
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Julião, Jorge, and Marcelo Calvete Gaspar. "Lean thinking in service digital transformation." International Journal of Lean Six Sigma 12, no. 4 (March 8, 2021): 784–99. http://dx.doi.org/10.1108/ijlss-11-2020-0192.

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Purpose The COVID-19 pandemic situation has imposed changes in the way many services are being provided. The purpose of this paper is to explore the use of lean thinking and digital transformation on services redesign of a higher education institution. The aim is to improve efficiency and incorporate new health and safety recommendations because of the pandemic situation. Design/methodology/approach This paper follows a case study approach to explore how lean thinking contributes to the digital transformation of services. The data was collected through student surveys from a Portuguese University, where three different academic services were selected. Findings This paper identifies important requirements for new and improved online alternatives to face-to-face interactions of the students with the academic services. It also shows that lean thinking is a driver for digital transformation of services. Practical implications This paper presents a dedicated roadmap to aid the implementation of a digital transformation process within student academic services of higher education institutions. Originality/value This paper addresses the digital transformation of services through a lean thinking perspective and considering four dimensions: quality, efficiency, cost reduction and health and safety.
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Zimina, Daria, and Christine L. Pasquire. "Applying lean thinking in commercial management." Journal of Financial Management of Property and Construction 16, no. 1 (April 19, 2011): 64–72. http://dx.doi.org/10.1108/13664381111116098.

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Smallbane, Suzanne. "Lean thinking redesign: A weighty matter." Emergency Medicine Australasia 19, no. 1 (February 2007): 79. http://dx.doi.org/10.1111/j.1742-6723.2006.00938.x.

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17

Smart, P. K., D. Tranfield, P. Deasley, R. Levene, A. Rowe, and J. Corley. "Integrating ‘lean’ and ‘high reliability’ thinking." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 217, no. 5 (May 1, 2003): 733–39. http://dx.doi.org/10.1243/095440503322011489.

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This paper illustrates how recent tragedies have been shown to be threatening to the medium-term sustainability of organizations designed and developed solely on the basis of short-term efficiency gain. Over the past 30 years, Western organizations have institutionalized this emphasis on efficiencies through the implementation of Japanese management philosophies, such as lean thinking. This situation has assisted the removal of vital adaptive and responsive capacity or ‘organizational slack’, necessary for organizations that need to contend with complex and dynamic environments. The authors argue for the need to challenge managerial mindsets and re-engage a pluralist metaperspective both at the level of strategic purpose and organizational configuration. In particular, it suggests that, in addition to the efficiency model, a complementary and to some extent alternative set of ‘high-reliability’ organization (HRO) design principles are required. They focus on the notion of creating an HRO that privileges integrity in the achievement of medium- and long-term goals over short-term efficiency gains. Integrating both ‘lean thinking’ and ‘high-reliability’ principles is a requirement for post-modern managers operating in their roles as organizational engineers, if mission accomplishment is to be realized.
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Cox, Andrew, and Dan Chicksand. "The Limits of Lean Management Thinking:." European Management Journal 23, no. 6 (December 2005): 648–62. http://dx.doi.org/10.1016/j.emj.2005.10.010.

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19

Ben-Tovim, David I. "Seeing the picture through “lean thinking”." BMJ 334, no. 7586 (January 25, 2007): 169.1–169. http://dx.doi.org/10.1136/bmj.39101.389271.1f.

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Mostafa, Sherif, Sang-Heon Lee, Jantanee Dumrak, Nicholas Chileshe, and Hassan Soltan. "Lean thinking for a maintenance process." Production & Manufacturing Research 3, no. 1 (January 2015): 236–72. http://dx.doi.org/10.1080/21693277.2015.1074124.

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21

Deif, Ahmed. "Insights on lean gamification for higher education." International Journal of Lean Six Sigma 8, no. 3 (August 7, 2017): 359–76. http://dx.doi.org/10.1108/ijlss-04-2016-0017.

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Purpose There is no argument that using games (gamification) is an efficient way of learning in higher education. The questions, though, are which gamification approach is most suitable at that level and how to assess its suitability? This paper aims to attempt to partially answer these two questions, in the context of lean thinking education. Design/methodology/approach The paper offers an assessment criteria to investigate the impact of lean gamification based on the evaluation of motivational, cognitive and social processing during games. In addition, a study is conducted among selected games using these assessment criteria. The study included statistical as well as comparative analysis. The study was based on a sample of undergraduate students learning various lean thinking concepts through physical games over the course of six months. Findings Results showed different interaction levels between the three evaluation criteria depending on the type and design of the lean game. The reported scores and analysis drew various lessons on how to use gamification in the context of lean teaching, outlined some best practices in lean games design and suggested recommendations in mapping lean games from industrial domain to higher education domain. Research limitations/implications The scope of this research was bounded by the sample size of students as well as the selected nine lean thinking games. Larger pool of students as well as other lean thinking games can offer further insights and confirm the outlined ones. Practical implications The presented work will help lean thinking educators in higher education to better understand the student dynamics associated with engaging them in this type pf pedagogical approach. It will help guiding lean thinking games’ designer on how to better cater for this segment of lean thinking learners. Finally, it will aid in promoting lean gamification as an effective learning tool. Social implications The social impact is achieved through enhancing lean thinking education to a wide number of students. This will positively impact the society through the application of the effective lean tools at different stages, levels and places in these students’ life experiences. Originality/value This study offers one of the very few applications in gamification assessment in the context of lean thinking. Furthermore, it integrates the social processing criterion for the first time with the classical two other criteria (motivation and cognitive) used in games education assessment. Finally, it offers new insights for lean thinking game designers for higher education learners.
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22

Carmignani, Gionata, and Francesco Zammori. "Lean thinking in the luxury-fashion market." International Journal of Retail & Distribution Management 43, no. 10/11 (October 6, 2015): 988–1012. http://dx.doi.org/10.1108/ijrdm-07-2014-0093.

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Purpose – The capability to overcome tradeoffs among costs, quality and time has become a must in high-margin businesses too. Lean thinking may be a solution, but applications in the luxury-fashion market are still rare. In order to shed light on this apparent contradiction, the purpose of this paper is to identify the key features of the luxury-fashion market that may act as barriers for the adoption of lean principles. Next, based on the results of this preliminary analysis, the paper tries to verify, if and how, lean principles can be properly reinterpreted, so as to properly fit the requirements of this market. Design/methodology/approach – Due to the operating nature of lean, an empiric approach was followed. From the evidences gathered during a lean project of a world-wide company, critical elements of the luxury-fashion market were identified and used as criteria to select, among lean tools, the most appropriate ones. Lastly, selected tools were integrated in a structured framework (for lean implementation) that was used to analyze and to improve many logistics and manufacturing processes. Findings – Developed solutions were implemented as pilot projects, with outstanding preliminary result. Results are case specific and trying to infer general considerations may be hazardous. Nonetheless, due to the relevant dimension of the project, they can be considered more than a clue concerning the robustness of the framework and, most of all, concerning the real potentialities of lean in the luxury-fashion market. Practical implications – The framework is extremely operational and, together with the proposed industrial cases, can be used as a guideline to support practitioners during the implementation of similar projects. Originality/value – Lean thinking is relatively new in the luxury-fashion market, where the focus on operational costs has been traditionally considered as a marginal issue. Thus, the application of lean principles in this market is the innovative element of the paper.
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Sinha, Parul, and Dr N. M. Mishra Dr N.M.Mishra. "Applying Lean Thinking to Higher Education – A Strategy for Academic Excellence." Indian Journal of Applied Research 3, no. 10 (October 1, 2011): 1–4. http://dx.doi.org/10.15373/2249555x/oct2013/80.

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Yeh, Shea-Tinn, Marne Arthaud-Day, and Michelle Turvey-Welch. "Propagation of lean thinking in academic libraries." Journal of Academic Librarianship 47, no. 3 (May 2021): 102357. http://dx.doi.org/10.1016/j.acalib.2021.102357.

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Julien, Denyse M., and Benny Tjahjono. "Lean thinking implementation at a safari park." Business Process Management Journal 15, no. 3 (June 5, 2009): 321–35. http://dx.doi.org/10.1108/14637150910960585.

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Pedler, Mike. "SPECIAL ISSUE: Lean thinking and action learning." Action Learning: Research and Practice 4, no. 1 (April 2007): 1–2. http://dx.doi.org/10.1080/14767330701223187.

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Seddon, John, and Simon Caulkin. "Systems thinking, lean production and action learning." Action Learning: Research and Practice 4, no. 1 (April 2007): 9–24. http://dx.doi.org/10.1080/14767330701231438.

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Herscovici, Arie. "New development: Lean Thinking in smart cities." Public Money & Management 38, no. 4 (March 22, 2018): 320–24. http://dx.doi.org/10.1080/09540962.2018.1450924.

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Yadav, Vinod, Rakesh Jain, Murari L. Mittal, Avinash Panwar, and Andrew C. Lyons. "The propagation of lean thinking in SMEs." Production Planning & Control 30, no. 10-12 (June 30, 2019): 854–65. http://dx.doi.org/10.1080/09537287.2019.1582094.

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Warwick, Robert. "Lean thinking in NHS Blood and Transplant." Perspectives in Public Health 131, no. 3 (May 2011): 116–17. http://dx.doi.org/10.1177/1757913911400147.

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Vlachos, Ilias, and Aleksandra Bogdanovic. "Lean thinking in the European hotel industry." Tourism Management 36 (June 2013): 354–63. http://dx.doi.org/10.1016/j.tourman.2012.10.007.

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Haque, Badr, and Mike James-moore. "Applying lean thinking to new product introduction." Journal of Engineering Design 15, no. 1 (February 2004): 1–31. http://dx.doi.org/10.1080/0954482031000150125.

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Garza-Reyes, Jose Arturo, Juan Sebastian Beltran Forero, Vikas Kumar, Bernardo Villarreal, Miguel Gaston Cedillo-Campos, and Luis Rocha-Lona. "Improving Road Transport Operations using Lean Thinking." Procedia Manufacturing 11 (2017): 1900–1907. http://dx.doi.org/10.1016/j.promfg.2017.07.332.

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Garay-Rondero, Claudia Lizette, Ericka Zulema Rodríguez Calvo, and David Ernesto Salinas-Navarro. "Experiential learning at Lean-Thinking-Learning Space." International Journal on Interactive Design and Manufacturing (IJIDeM) 13, no. 3 (May 18, 2019): 1129–44. http://dx.doi.org/10.1007/s12008-019-00578-3.

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Dart, Richard C. "Can Lean Thinking Transform American Health Care?" Annals of Emergency Medicine 57, no. 3 (March 2011): 279–81. http://dx.doi.org/10.1016/j.annemergmed.2010.11.027.

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Young, T., and S. McClean. "Some challenges facing Lean Thinking in healthcare." International Journal for Quality in Health Care 21, no. 5 (September 11, 2009): 309–10. http://dx.doi.org/10.1093/intqhc/mzp038.

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Proctor, Julian. "Application of Lean Thinking to Radiation Therapy." Journal of Oncology Practice 3, no. 5 (September 2007): 285. http://dx.doi.org/10.1200/jop.0759004.

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McKenna, Nicola. "Lean on your community." Early Years Educator 23, no. 5 (December 2, 2021): 12. http://dx.doi.org/10.12968/eyed.2021.23.5.12.

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Salifu Osumanu, I., C. O. Aigbavboa, and D. W. Thwala. "The Impact of Lean Thinking on Organizational Learning." AFRICAN JOURNAL OF APPLIED RESEARCH 8, no. 2 (November 7, 2022): 315–21. http://dx.doi.org/10.26437/ajar.31.10.2022.21.

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Purpose: The purpose of this paper is to investigate the effect of the lean concept on organizational learning in the real estate industry. The objectives are to determine the impact of the lean concept on knowledge and leadership and evaluate the challenges affecting the implementation of lean and provide recommendations to remedy the situation. Design/Methodology/Approach: The study employed a quantitative method. Questionnaires were used to measure the variables. A five-point Likert scale was used for both lean thinking to measure the various perspectives and dimensions. The questionnaires were administered to 200 respondents drawn from the real estate industry in Ghana using a simple random sampling technique. The data collected was then summarized through relevant thematic areas and analyzed statistically through descriptive statistics, correlations and multiple regression to establish the nexus between lean concept and organizational learning with help of SPSS version 22. Findings: The finding of the study established that lean thinking affects organizational learning except for experience sharing. The findings also revealed that the lean concept has a positive effect on development, leadership and organizational culture. Research Limitations: The study focused on the effects of lean thinking on organizational learning in the real estate industry in Ghana. Hence the questionnaires were administered mainly to 200 companies in the real estate industry in Ghana. Practical Implication: The knowledge advanced in this study will help managers of real estate companies as a matter of necessity embrace lean thinking if they are to meet customer-focused requirements, remain profitable and shorten the duration of construction projects, waste elimination and cost reduction. Originality/Value: This paper is focused on the effects of lean principles on organizational learning in the real estate industry with a positive impact on organizational development, leadership and organizational culture.
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Sage, Drew, Michael Bieganski, and Andrew Grant. "Lean offshore platform design." APPEA Journal 57, no. 2 (2017): 635. http://dx.doi.org/10.1071/aj16077.

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Current industry practices of prescriptive design and duplication of previous work on offshore oil and gas facilities have often caused relatively simple design requirements to be executed as large, maintenance-heavy, expensive platforms. The question of whether equipment is technically justified is rarely asked, and the potential benefits of minimised systems are rarely realised. By adopting lean design thinking, where all equipment must be technically justified as essential to operation before being included on the platform, the benefits are twofold. First, personal safety is improved because less equipment is required to be maintained offshore, meaning fewer offshore man-hours. Second, significant cost savings can be achieved because less offshore equipment means smaller platforms. This paper outlines the design, operating, manning and maintenance philosophies that form the basis for lean design thinking, and the effect this thinking has on both offshore man-hours and facility costs. Two case studies have been undertaken to evaluate the quantifiable differences between conventional platform design and lean platform design. Aker Solutions’ Lean Semi has been compared with a conventional semisubmersible platform to show that substructure weight savings of up to 30% are achievable; in addition, Aker Solutions’ Hybrid Compression Facility has been compared with a conventional compression platform to show that topsides weight savings of more than 50% are achievable.
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Kippenberger, T. "Apply lean thinking to a value stream to create a lean enterprise." Antidote 2, no. 5 (September 1997): 11–14. http://dx.doi.org/10.1108/eum0000000006350.

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ERCEG, Aleksandar. "Lean manufacturing application in the frozen goods industry." Journal of Ekonomi 4, no. 2 (December 31, 2022): 57–62. http://dx.doi.org/10.58251/ekonomi.1182631.

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The long-standing producer's market, in which the selling price was the sum of costs and desired profit, has been transformed by globalization into a buyer's market, where profit is the difference between the realized selling price and the production costs. Therefore, every company must approach the reduction of operating costs and the optimal use of the resources at its disposal. Lean thinking can help companies in reducing business costs and increasing productivity. Lean companies can improve their processes and increase their competitiveness in the market. The paper aims to present lean thinking implementation in manufacturing companies to improve procedures and increase competitiveness. Based on proposed improvements to business processes, Frozen Ltd. saved time and costs, making it more competitive in the market and confirming the hypothesis that the lean methodology can help a company perform its business processes better. The company needs to continue with its efforts to use lean since this is not a single event but a journey.
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Hozak, Kurt, and Eric O. Olsen. "Lean psychology and the theories of “Thinking, Fast and Slow”." International Journal of Lean Six Sigma 6, no. 3 (August 3, 2015): 206–25. http://dx.doi.org/10.1108/ijlss-10-2014-0030.

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Purpose – The purpose of this paper is to develop insights about the psychological factors that contribute to lean’s success as a holistic and adaptive system. Design/methodology/approach – The authors use the best-selling book “Thinking, Fast and Slow” (TFAS) (2011) by Nobel-prize winner Daniel Kahneman to provide a familiar lens for readers who might not otherwise be familiar with the psychology theories that are used in this paper to study lean conceptually. With this approach, the paper sheds light on psychological factors that tie together many of the philosophies, principles and practices of lean. Findings – The paper shows how lean’s philosophies, principles and practices provide a synergistic and self-reinforcing system that drives employee thinking and actions. TFAS characterizes thought processes as “fast System 1 thinking” that relies on intuition and “slow System 2 thinking” that is more rational and logical. Lean psychology eliminates waste and adds customer value by supporting, enhancing and taking advantage of beneficial fast thinking and motivating and imposing appropriate slow thinking. Originality/value – The authors develop the concept of lean psychology to describe the relationship between psychology theories and lean. By applying lean psychology, organizations can go beyond superficially adopting a checklist of tools and techniques to more fully take advantage of lean and improve their operations performance.
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Wang, Jing. "Method and Implementation of Lean Thinking Based on the Construction Management Model of Lean." Advanced Materials Research 912-914 (April 2014): 1648–51. http://dx.doi.org/10.4028/www.scientific.net/amr.912-914.1648.

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Lean construction is an improvement on the traditional mode of construction of the project, to its use in the construction industry and project management in the study on lean thought construction management mode and implementation method based on lean thinking; origin, proposed the application of lean management in the construction industry on the basis of theory of lean production, through the analysis of the core of lean lean method based on construction management mode, the implementation of lean thinking based on the lean construction, is to realize the objective of improving the management level of the construction industry as a whole. At the same time, combining the current situation of Chinese construction, and puts forward some applicable to China construction industry practice of lean construction measures.
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SCHUH, G., M. LENDERS, and S. HIEBER. "LEAN INNOVATION–INTRODUCING VALUE SYSTEMS TO PRODUCT DEVELOPMENT." International Journal of Innovation and Technology Management 08, no. 01 (March 2011): 41–54. http://dx.doi.org/10.1142/s0219877011002192.

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The implementation of lean thinking in innovation management has not been executed systematically yet. For instance, high uncertainties of processes or limited possibilities for automation in research and development (R&D) indicate special requirements for the implementation of lean thinking. A competitive R&D requires a holistic rethinking for the implementation of lean thinking. The lean innovation system represents the systematic interpretation of lean thinking principles with reference to product or process innovation and development. One core element of lean innovation is the value system, which is the basis for the value stream design in innovation and development projects. The value system defines, structures and prioritizes "values" adaptively for one specific innovation project. The values are defined by all relevant stakeholders in the innovation and development process, like external and internal customers, considering an organization's strategy and culture. It represents the basis for a consequent value-oriented alignment of project and processes in R&D. This paper introduces lean innovation and the core findings of the recent survey "Lean innovation" of the Laboratory for Machine Tools and Production Engineering WZL at RWTH Aachen University. Subsequently, the paper focuses on the value system, describes its elements, and shows how to use and benefit from the value system toward a powerful lean innovation.
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Kasivisvanathan, R., and A. Chekairi. "The Productive Operating Theatre and Lean Thinking Systems." Journal of Perioperative Practice 24, no. 11 (November 2014): 245–48. http://dx.doi.org/10.1177/175045891402401101.

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The concept of ‘lean thinking’ first originated in the manufacturing industry as a means of improving productivity whilst maintaining quality through eliminating wasteful processes. The purpose of this article is to demonstrate how the principles of ‘lean thinking’ are relevant to healthcare and the operating theatre, with reference to our own institutional experience.
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Dannapfel, Petra, Bozena Poksinska, and Kristin Thomas. "Dissemination strategy for Lean thinking in health care." International Journal of Health Care Quality Assurance 27, no. 5 (June 3, 2014): 391–404. http://dx.doi.org/10.1108/ijhcqa-01-2013-0001.

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Purpose – The purpose of this paper is to contribute to knowledge about dissemination strategies for Lean thinking throughout multiple healthcare organisations. Design/methodology/approach – The Östergötland county council, Sweden (CCÖ) was chosen as a case study for an healthcare Lean-thinking dissemination strategies. Document analysis and interviews were used and results were compared with similar strategies employed by staff at the National Health Service Institute for Innovation (NHSI) and improvement in Great Britain and the Odense University Hospital in Denmark. Findings – The Lean improvement programme was introduced to tackle challenges such as an ageing society, rising care expectations and budgetary and economic constraints. It was designed as a long-term programme to create added value for patients and employee involvement. The dissemination strategy was: forming clear visions and objectives; piloting; training potential adopters; and formal dissemination. The CCÖ strategy was focused primarily on managers and was not meant to involve all staff until the implementation stage. Staff at the NHSI attempted to address nurses’ needs during dissemination, which questioned whether the CCÖ managers’ dissemination strategy is sustainable. Practical implications – This paper inspires healthcare managers and decision makers who aim to disseminate Lean production in their organisations. Originality/value – There are many case studies describing Lean implementation in single healthcare organisations, but little is known about effective dissemination and implementation strategies in large healthcare systems. The authors, therefore, suggest activities for developing and implementing dissemination strategies in multiple healthcare organisations.
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de Almeida, Juliana Pascualote Lemos, Simone Vasconcelos Ribeiro Galina, Marcia Mazzeo Grande, and Daiane Gressler Brum. "Lean thinking: planning and implementation in the public sector." International Journal of Lean Six Sigma 8, no. 4 (October 9, 2017): 390–410. http://dx.doi.org/10.1108/ijlss-06-2016-0027.

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Purpose The purpose of this paper is to analyse how Lean office planning and implementation take place in a Brazilian regulatory agency and to investigate the adjustments needed for its implementation. Design/methodology/approach A longitudinal case study was conducted. Interview was the main source of evidence. Between September and October 2012, data about the planning phase were collected; between April and May 2015, Lean office implementation was investigated. Altogether, five employees of the agency were interviewed. Findings The agency assumed its mission as value for the user, establishing control process, evaluating and improving processes to achieve perfection and recognising its weakness in a continuous improvement culture. Planning and implementation of Lean office in the regulatory agency followed the main recommendations in the literature. However, adjustments were necessary in accordance with the particularities of the public institution. Research limitations/implications Owing to the nature of this study, no generalisation was possible. Moreover, interviews with managers were about both Lean planning, which has taken place in the past, and Lean implementing, which is still running; thus, some information may be abstruse. Practical implications It was possible to list the main adjustments needed for planning and implementing the Lean office in the public agency and some are applicable for other public administration bodies. Originality/value Lean office studies are mainly related to private organizations, but this paper demonstrates that their fundamentals are preserved in public service, and thus it proved that Lean thinking may be applied to the public administration. It also raised a series of questions for future studies.
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Ko, Chien-Ho, and Jiun-De Kuo. "Making Formwork Design Lean." Journal of Engineering, Project, and Production Management 9, no. 1 (January 1, 2019): 29–47. http://dx.doi.org/10.2478/jeppm-2019-0005.

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Abstract Traditional formwork design processes entail considerable waste, increasing non-value-adding manpower costs and operational time. The purpose of this research is to use lean thinking in formwork design so as to enhance design correctness and eliminate waste through establishing a Lean Formwork Design Process. In the design process, the concurrent design concept is adopted to provide a visual communication platform for design team members using Building Information Modeling (BIM). Industry Foundation Classes (IFC) are used as a protocol for sharing design artifacts. Design correctness is established to review and correct design errors, thus allowing for the construction of an organizational learning environment. Finally, the Lean Formwork Design Process is conceptualized using stock-flow diagrams. A real case is used to validate the applicability of the proposed approach. Application results show that the proposed method can enhance design correctness and reduce manpower waste and operational time in formwork engineering. This study is one of the first to apply lean thinking to improve practices in formwork design.
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Li, Li Min, and Sharon Johnson. "Lean thinking turns ‘time is brain’ into reality." Arquivos de Neuro-Psiquiatria 73, no. 6 (June 2015): 526–30. http://dx.doi.org/10.1590/0004-282x20150047.

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Intravenous rt-PA is an effective recanalizing treatment for ischemic stroke within 4 and half hours from its onset (Onset-to-Treatment [OTT]), with the best result seen in those treated within 90 minutes OTT. Yet few patients currently are treated in this time frame. From the standpoint of process improvement or a lean thinking perspective, there is a potential opportunity to reduce the time by eliminating non-value-added steps in each element of the stroke survival chain. The reduction in one time element does not necessarily shift the OTT under 90 minutes. Most likely, the reduction in OTT requires a coordinated approach to track and improve all elements of OTT, from the patient’s ability to recognize the onset of stroke up to delivery of medication. Shortening this total time should be a considered an indicator of quality improvement in acute stroke care.
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