Assessing Lean Implementation

Abstract

Abstract. The lean management philosophy is applied to improve the productivity and customer satisfaction of an organization. Though lean implementations often fail or are not sustainable. Based on this, an assessment tool is developed. It consists of 24 criteria that are divided in the 4 categories: leadership, culture, knowledge, and process. The category culture is subdivided in: improvement, empowering, and partnering. The rating of each criterion works by interviews on the management and supervisor level, and surveys on all levels of the company. To improve the score of low rated criteria, different countermeasures for each criterion are named. By gathering the knowledge of different research and case studies, this tool can help companies to implement lean in a sustainable way.

Adopting Agile Software Development Combined with User-Centered Design and Lean Startup: A Systematic Literature Review on Maturity Models

“…Entries marked as "-" on the following tables stand for "unspecified". 1.0 1.0 0.5 0.5 0.75 [38] 1.0 0.5 0.5 0.5 0.625 [65] 1.0 0.5 0.5 1.0 0.75 [49] 1.0 0.5 1.0 1.0 0.875 [56] 0.5 0.5 1.0 0.5 0.625 [50] 1.0 1.0 1.0 1.0 1.0 [51] 0.5 1.0 0.5 1.0 0.75 [27] 0.5 0.5 0.5 0.5 0.5 [6] 0.5 0.5 0.5 1.0 0.625 [54] 0.5 0.5 0.5 0.5 0.5 [77] 1.0 0.5 1.0 1.0 0.875 [8] 0.5 1.0 0.5 1.0 0.75 [40] 1.0 1.0 1.0 0.5 0.875 [70] 1.0 1.0 0.5 1.0 0.875 [20] 1.0 1.0 1.0 1.0 1.0 [68] 1.0 1.0 0.5 0.5 0.75 [47] 1.0 1.0 1.0 1.0 1.0 [69] 1.0 1.0 1.0 0.5 0.875 [16] 1.0 1.0 1.0 1.0 1.0 [72] 1.0 0.5 1.0 1.0 0.875 [3] 0.5 0.5 0.5 0.0 0.375 [71] 1.0 1.0 1.0 1.0 1.0 [64] 1.0 1.0 1.0 1.0 1.0 Lean [29] 1.0 1.0 0.5 0.5 0.75 [31] 1.0 1.0 1.0 1.0 1.0 [11] 1.0 1.0 0.5 0.5 0.75 [63] 1.0 1.0 0.0 0.5 0.875 [2] 1.0 1.0 0.5 0.0 0.625 UCD [73] 0.5 0.5 0.5 0.5 0.5 [10] 1.0 1.0 1.0 1.0 1.0 [32] 1.0 1.0 0.5 0.5 0.75 [45] 1.0 1.0 0.5 1.0 0.875 [55] 1.0 1.0 1.0 1.0 1.0 Agile and UCD [53] 1.0 0.5 0.5 0.5 0.625 [60] 1.0 1.0 1.0 1.0 1.0…”

“…The Lean maturity models were mostly influenced by the manufacturing industry and propose gradually evolving circumstances, focusing on a sustainable adoption of their method of choice [2,11,31,63], with the exception of Cil and Turkan [11] with its analytic network process approach. Whilst Julian et al [30] identifies two paths to minimize the effects of adopting "big bang" and "gradual" strategies, Lui and Chan [38] interestingly considers both approaches.…”

“…Models usually define four to six levels, most commonly defaulting to five (see Table 7). Some authors do not use levels to quantify maturity, however, such as Fontana et al [17], who argue that "maturity is obtained when results are accomplished in various aspects of software development" and propose an outcome-based model; Cil and Turkan [11], who propose a model based on analytic network process; and Schröders and Cruz-Machados [63], whose model individually assesses and quantitatively rates several criteria pertaining to leadership, culture, knowledge, and process.…”

Lean service system design: a simulation-based VSM case study

“…There are seven categories of waste as overproduction, waiting, transportation, over processing, inventory, unnecessary motion and defects (Womack and Jones, 1996). In recent studies, two additional categories of wastes are added as unused employee creativity and environmental waste (Schröders and Cruz-Machado, 2015). Lean philosophy includes five principles (Womack and Jones, 1996): Value: defining value with respect to customer. Value stream: identification of value stream and waste. Flow: creating the continuous flow. Pull: introduce “pull” between all stages where continuous flow is impossible. Perfection: constantly performing operations to reach perfection for all process in the system to implement the above principles.…”