Exploring the development of competence in Lean management through action learning groups: a study of the introduction of Lean to a facilities management function

Wyton, Paul; Payne, Robin

doi:10.1080/14767333.2013.873015

Cited by 20 publications

(7 citation statements)

References 21 publications

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“…Some of the business disciplines' journal outlets have devoted special issues to action research such as the European Journal of Marketing, Human Resource Management and the Journal of Information Systems. Other function/disciplines included e-commerce (Daniel & Wilson, 2004), marketing (Ballantyne, 2004), finance (Waddell, 2012), human resource management (Lindgren, Henfridsson, & Schultze, 2004), information systems (Avital, 2005), research and development/R&D (Hildrum, Finsrud, & Klethagen, 2009), lean management (Wyton & Payne, 2014), operations management (Rytter, Boer, & Koch, 2007), supply chain management (Coghlan & Coughlan, 2015), and mergers/acquisitions (Canterino, Shani, Coghlan, & Bruneli, 2016).…”

Section: Action Research In the Context Of Business And Managementmentioning

confidence: 99%

Action research in business and management: A reflective review

Shani

Coghlan

2019

Action Research

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In the context of business and management, action research operates in the realm of strategies, practical tasks, and structured hierarchical organizational systems in diverse industries and across multiple business functions and disciplines. This article reflects on action research in generating actionable knowledge in this particular domain and shares the authors' perspective on future developments. The reflection explores a small number of action research studies undertaken across multiple fields and disciplines in business and management and advances distinct common denominators that can guide further research and action and aid future reflection. Through the mode of interiority, readers are invited to engage in a similar reflection on their assumptions, questions, and insights in coming to judgement about the state of the field and its future.

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Section: Action Research In the Context Of Business And Managementmentioning

confidence: 99%

Action research in business and management: A reflective review

Shani

Coghlan

2019

Action Research

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“…Although forecasts have proven useful in predicting overall demand, it can still be poor indicators of exactly which products will be needed and when (Kumar et al , 2013). So those within the pull system require an appreciation of how the whole system works, so as to better enable products or service effects to “flow” (Wyton and Payne, 2014). Lean is centered on a philosophy of continuous improvement (Womack et al , 1990) through the elimination of waste or non-value-adding activities, such as inspecting, waiting and moving while ensuring that conversion activities are made more efficient (Koskela, 2000).…”

Section: Connecting Lean Management Principles To Facilities Managementmentioning

confidence: 99%

Lean facilities management: preliminary findings from Singapore’s international schools

Gao

Pheng

Tay

2020

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Purpose Lean has been adopted in various industries (i.e. construction, health care and service) over the years; the level of lean adoption in facility management is relatively unknown. The purpose of this study is to analyze the 14 lean management principles (LMPs) and seek to develop an understanding as to whether LMPs, which are most commonly used by the manufacturing companies, are relevant to the facility personnel’s scope of work. The research scope focuses on international schools located in Singapore. Design/methodology/approach For the purpose of this study, a conceptual framework that focuses on connecting the 14 lean production principles to facility management has been developed. Questionnaire survey and interviews were used. A total of 30 facilities professionals from eight international schools participated in the survey. Six interviews were followed up to gain deeper insights into the extent of lean importance and implementation in the work of facility personnel in a school environment. Findings The survey findings revealed that P8 “use of reliable technology”, P9 and P10 relating to leadership and people development, P12 “go and see for yourself” and P14 “continuous improvement” are generally perceived more important than the other LMPs and are also well implemented. On the contrary, P3 “use the ‘pull’ system” is considered the least important principle. The interview findings also offer insights into modifications of some LMPs for the facilities management (FM) sector. Research limitations/implications There are several limitations affecting this study. First, the research sample size was small. Only 30 respondents participated in this study. Second, as this study is one of the first to explore the applicability of lean in FM, there is no consensus on how to define lean, which means that the LMPs could be interpreted in many ways. Originality/value The adoption of lean in FM can potentially optimize the value of the school organization. It is recommended that more research be conducted, resulting in a more holistic and representative study of the applicability of lean FM.

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“…Leanness should be developed in phase in an organization develop environment be innovative and proper supportive. It should be achieve the goal of management commitment (Wyton and Payne, 2014).…”

Section: Objectives Of the Workmentioning

confidence: 99%

An Analysis of Inventory Attributes in Leagile Supply Chain: Cause and Effect Analysis

Kumar¹,

Garg²,

Agarwal³

2019

Int J Math, Eng, Manag Sci

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In the recent era, managing a supply chain efficiency is the necessity of any business due to shorter product life cycle and market penetration order uncertainty. With the increased competition globally, organizations need to be more efficient and responsive. This situation drives attention to the concept of Leagile Supply Chain (LASC). Therefore, more attention to Lean and agile inventory attributes are advocated as the foundation to sustain competitive LASC. Trade–off between the lean and agile supply chain inventory attributes and interrelationship. Upstream lean practise based on push system and downstream agile practices based on pull system. In this paper, the cause and effect analysis is to measure the influence of integrated LASC inventory attributes on the Supply Chain Performance (SCP). From the managerial viewpoint, cause and effect diagram provides the proactive understanding to positive and negative inventory attributes affects SCP.

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Exploring the development of competence in Lean management through action learning groups: a study of the introduction of Lean to a facilities management function

Cited by 20 publications

References 21 publications

Action research in business and management: A reflective review

Action research in business and management: A reflective review

Lean facilities management: preliminary findings from Singapore’s international schools

An Analysis of Inventory Attributes in Leagile Supply Chain: Cause and Effect Analysis

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