Lean culture: a comprehensive systematic literature review

Dorval, Marc; Jobin, Marie‐Hélène; Benomar, Nadia

doi:10.1108/ijppm-03-2018-0087

Cited by 59 publications

(64 citation statements)

References 34 publications

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“…Changes at the organizational level, following lean thinking, also require a cultural adaptation [62]. Organizational and cultural changes result in direct impacts on clinical aspect of patients.…”

Section: Discussionmentioning

confidence: 99%

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Barros

Bassi

Caldas

et al. 2021

IJERPH

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Several health services have used lean healthcare to seek continuous improvement of their processes. Therefore, it is important to investigate the evidence available in the literature about the most used lean tools in the health area to review processes and the main results achieved by the researchers. As an integrative literature review methodology was used, it was conducted in five databases, using the descriptor “quality improvement” and the keyword “Lean Healthcare”. A total of 33 complete articles were selected for analysis. The most recurrent tools were: define, measure, analyze, improve and control (DMAIC); value stream map (VSM); suppliers, inputs, process, outputs, customers analysis (SIPOC), Ishikawa Diagram and 5S. Through the analysis of waste, different interventions were implemented and the main results achieved were reduction in times (processing, waiting, cycle and total), costs, workload and increase in the number of calls. The findings enabled the identification of the main lean tools used in the health area to achieve better results. In particular, we highlight recent studies that have explored the lean six sigma healthcare approach. The results, in addition to contributing to the literature, will also assist managers in choosing the best tool to achieve continuous improvement in hospitals and other health services.

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Section: Discussionmentioning

confidence: 99%

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Barros

Bassi

Caldas

et al. 2021

IJERPH

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“…Lean production (LP) is an established field of practice and a maturing scientific discipline, as shown by the several literature reviews that have made sense of the growing body of knowledge (e.g. Dorval et al, 2019;Sangwa and Sangwan, 2018). However, this widespread use of lean has contributed to misunderstandings, which can be exemplified by the various definitions of LP, its core principles and practices (Antony et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Lean production myths: an exploratory study

Saurin

Tortorella

Soliman

et al. 2020

JMTM

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PurposeThis paper presents an exploratory investigation of myths on lean production (LP), by identifying, dispelling and assessing their pervasiveness.Design/methodology/approachA list of myths was proposed mostly based on seminal LP texts and our rich experience from researching, teaching and consulting in lean journeys. Complexity thinking was adopted as a lens for dispelling the myths, as it challenged generalizations implied in myths. An investigation of the pervasiveness of the myths was also conducted, based on a survey with 120 academics and practitioners.FindingsTen myths were identified and dispelled. Survey's results indicated that belief in lean myths was more common among less experienced practitioners (<10 years), while experience was not a relevant factor for academics.Research limitations/implicationsThe lean myths partly reflect the experience of the authors. Furthermore, a larger sample size is necessary for a full analysis of pervasiveness.Practical implicationsThe lean myths might be underlying barriers to LP implementation (e.g. lack of knowledge of managers and workers), and they might be proactively accounted for in lean training and education programs.Originality/valueThis is the first work to explicitly frame a set of lean myths.

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“…Success in modern management practice implementation requires more than use of tools and techniques. Dorval et al (2019) comprehensively reviewed lean culture literature and found that organization and culture perspectives should be determined for effective lean implementation. Similarly, Zhang and Cao (2018) reported that many SCR fail because of incompatible organizational cultures and the organizational complexities.…”

Section: Introductionmentioning

confidence: 99%

Exploring organizational contexts on lean manufacturing and supply chain relationship

Vanichchinchai

2019

JMTM

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Purpose The purpose of this paper is to explore the levels of lean manufacturing (LM) and supply chain relationships (SCR) in the manufacturing sector in Thailand, and analyze the differences across organizational characteristics (i.e. firm size, nationality of firms, manufacturing system, product brand, export level, nationality of customers, nationality of suppliers and existence of supply chain management (SCM) departments) on LM and SCR. Design/methodology/approach The measurement instruments of LM and SCR were developed and validated by experts, pilot test and various statistical techniques. Descriptive statistics were applied to investigate the levels of LM and SCR in the sample firms. Independent samples t-test and ANOVA were employed to examine the differences across organizational characteristics on overall LM and SCR, and their individual sub-construct. Findings It was found that the measurement instruments of LM and SCR were reliable and valid. Manufacturers in Thailand emphasized internal LM at the operational level much more extensively than external SCR. Overall, for LM, this study revealed significant differences across firm size, nationality of firms, manufacturing systems, export levels, nationality of customers and existence of SCM departments. For SCR, there were significant differences across export level, nationality of suppliers and existence of SCM departments. Differences across contexts of individual sub-construct of LM and SCR were analyzed and discussed. Originality/value This study is one of the first to present insights into the existence of LM and SCR and into the differences across organizational contexts on LM, SCR and their sub-constructs in the manufacturing sector in Thailand. The methodologies and findings are applicable to other developing countries.

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Lean culture: a comprehensive systematic literature review

Cited by 59 publications

References 34 publications

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Lean Healthcare Tools for Processes Evaluation: An Integrative Review

Lean production myths: an exploratory study

Exploring organizational contexts on lean manufacturing and supply chain relationship

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