Lean readiness assessment model – a tool for Humanitarian Organizations' social and economic sustainability

Abstract

Purposepurpose of this study is to present a Lean Readiness Assessment Model (LRAM) for assessing the readiness of Humanitarian Organizations (HO) for adopting Lean Management (LM) (Johanson et al.) practices. Literature reveals that implementation of LM itself is a cost and most organizations have failed to adopt LM techniques due to a non-readiness status and a non-supportive organizational culture. This situation indicates that the assessment of organizations' readiness before implementation of lean techniques is necessary.Design/methodology/approachThis was an empirical quantitative study. Based on a synthesis of the literature, a conceptual model was developed by identifying seven critical success factors (CSFs). The CSFs were validated by HO professionals via a questionnaire-based survey. The data from the responses were analysed by applying partial least square structured equation modelling (PLS-SEM) using the SmartPLS3 software.FindingsA proven LRAM was constructed that consists of CSFs (independent and mediating variables), which have reflected positive coefficients and significant t >1.96 and p < 0.05 values. The CSFs that are significant include process management, planning and control management, customer relationship management, human resource management, communication and coordination management and a positive organizational culture. The CSFs of supplier relationship and top management and leadership had insignificant t and p values and were dropped from the final LRAM.Originality/valueThis is a unique and rare study in its nature which developed LRAM for HO sector. The contribution of this model is to improve the efficiency and sustainability (economic and social aspects) of an HO under scarce resource conditions.

The human side of humanitarian supply chains: a research agenda and systematization framework

“…Human resource management skills are considered important and it was found that there is a positive relationship between the skills researched and humanitarian logistical performance Rajakaruna et al (2017) This research focused on identifying the skills of humanitarian logisticians in Sri Lanka. It was found that skills related to HRM are highly important for humanitarian logistics management Shafiq and Soratana (2020) This paper presented a lean model to assess the readiness of humanitarian organizations for adopting lean management. It was found that HRM factors such as the availability of skilled workers, workforce empowerment and investment of funds for training are important to implement lean practices in HSC Sharifi-Sedeh et al (2020) This study explored factors behind the pre-positioning of relief items (PRI).…”

Management of Tourist Destinations: The Expectations of Guests on eWOM Generation in Maldonado (Uruguay)

“…The use of the non-parametric statistical method PLS-SEM in academic research has continued to increase since the 1990s [68]. PLS-SEM has been specifically used in investigations on economic sustainability [69][70][71], social sustainability [69,70] and environmental sustainability [69,70] in the context of organizations. In addition, it is common to use this methodology in studies on management [68,72], marketing [73][74][75][76] and tourism [77,78].There is analysis implementing this statistical method (PLS-SEM) in the context of tourist destinations [79], hotel management [80][81][82] and eWOM generation [3,45].…”

An ISM-Based Methodology for Interrelationships of Critical Success Factors for Construction Projects in Ecologically Fragile Regions: Take Korla, China as an Example

“…Moreover, previous studies have developed and implemented different methods and tools, e.g., assessment tools [74][75][76], identification approaches [46,66,[77][78][79], classification methods [80][81][82], etc., to investigate the CSFs of a construction project. Other studies identified the CSFs of construction projects by the certain construction project delivery methods (PDM) which determine each stage in the life cycle, including design, construction and maintenance and required a clear definition of responsibilities of each project participant [14,46].…”