Lean Service: Reassessment of Lean Manufacturing for Service Activities

Andrés-López, E.; González-Requena, I.; Lobera, Alfredo Sanz

doi:10.1016/j.proeng.2015.12.463

Cited by 70 publications

(53 citation statements)

References 5 publications

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“…The selected articles that answer our research questions are grouped together as and have been studied in [17]. M= { [5], [12], [18]- [39]} Using formula (1), we move on to identifying steps, tools and phases.…”

Section: A Application Of the Roadmap Building Process 1) Lean Methomentioning

confidence: 99%

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Lean Roadmap: A Step by Step Guide for a Process Manager

Tiamaz¹,

Souissi²

2019

IJITEE

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This paper aims to build a generic roadmap for implementing Lean in different domains in order to improve the business processes. The customization of this roadmap makes it possible to adapt the steps to be followed for Lean implementation, the process manager’s requirements and available resources. An application has been developed in order to facilitate the customization of this roadmap. An analysis of methods from a literature review for Lean implementation was conducted in order to identify the steps to be included in the roadmap. A rigorous approach based on set theory, was therefore proposed and followed to build the roadmap. This roadmap is defined as a set of phases associated with principles, and each phase is defined as a set of steps associated with tools. This roadmap shows to the process manager, the objectives to aim for, the Lean principles to satisfy, and the Lean tools to use.

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Section: A Application Of the Roadmap Building Process 1) Lean Methomentioning

confidence: 99%

“…We compare in this section our roadmap to other Lean methods. The majority of Lean methods [5], [8], [18], [20]- [22], [24]- [27], [29], [31]- [33], [36], [39] considered that the Lean approach is a set of tools to apply. [19], [37] emphasized on the principles to satisfy.…”

Section: Related Workmentioning

confidence: 99%

Lean Roadmap: A Step by Step Guide for a Process Manager

Tiamaz¹,

Souissi²

2019

IJITEE

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“…Neka od istraživanja su pokazala da primena Lean filozofije u uslužnim organizacijama može povećati njihovu konkurentsku prednost i zadovoljstvo korisnika i to kroz smanjenje otpada i varijacija u procesima [10].…”

Section: Diskusija I Zaključakunclassified

The Knowledge about Lean Concept and 5S Tools in Different Proffesions

Papić¹,

Masal²,

Đurić³

2017

Proceedings of the 32nd International Congress on Process Engineering

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Utvrđivanje upoznatosti zaposlenih u različitim organizacijama sa konceptom Lean-a i 5S alatom, kao Fi percepcija ispitanika o mogućim aktivnostima organizacije u odnosu na date koncepte. Hipoteze i doprinos rada: Pretpostavlja se da rezultati ovog istraživanja mogu uticati na podizanje svesti o značaju uvođenja ovih koncepata u različitim organizacijama. Samim tim, ovim radom se nastoji da se dobije odgovor na pitanja u kojoj meri je razvijena svest o konceptu Lean-a i 5S alatu u zavisnosti od oblasti poslovanja organizacije i industrije u kojoj posluje, da li se mogu uočiti određene zakonitosti i u kojoj meri su one izražene? Korišćene metode: Za potrebe istraživanja korišćen je upitnik. Obzirom da su ciljna grupa zaposleni koji rade u organizacijama iz različitih oblasti poslovanja, kontakt sa njima je uspostavljen putem poslovne mreže LinkedIN.

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“…Once service begins, uninterrupted service (again, a reliability characteristic) is another customer expectation. As explained by Andres-Lopez et al [4], there are five inherent characteristics of service found in the literature: Intangibility; Inseparability-the service's generation and consumption often occur simultaneously; Variability in response to specific customer requests may be intentionalinformation gets transformed into customized action in an attempt to satisfy the request;…”

Section: Introductionmentioning

confidence: 99%

Supplier Management in Service Industry: What can be Learned from Automotive Manufacturing?

Batson¹

2018

Contemporary Issues and Research in Operations Management

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The objective of this chapter is to describe how many of the supplier management practices of the U.S. automotive industry can provide learning points for those who manage service organizations. After a review of the four service sectors (distributive, producer, social, and personal services), we define supplier management. The three main functions within supplier management-control, improvement, and planning-are illustrated and discussed. The suppliers for a specific service are even more diverse than those cited for an automotive OEM; many services use suppliers from each of the other service sectors. Consistent with automotive OEMs, service companies outsource all three categories of supplies-goods, services, and software-though the proportions and contribution of each supply category to operational excellence may differ. Service operations experience waste, and we review the accepted list of eight wastes for service operations, noting that each of these wastes could be caused by a supplier. Essential practices of supplier management for a service industry are organized around the concept of customer-supplier partnership, a six-step hierarchy first identified for automotive OEMs. With the addition of two more imperatives, assure service dependability and manage the service supply chain, we explain how these eight practices may be adapted to services.

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Lean Service: Reassessment of Lean Manufacturing for Service Activities

Cited by 70 publications

References 5 publications

Lean Roadmap: A Step by Step Guide for a Process Manager

Lean Roadmap: A Step by Step Guide for a Process Manager

The Knowledge about Lean Concept and 5S Tools in Different Proffesions

Supplier Management in Service Industry: What can be Learned from Automotive Manufacturing?

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