Lean Thinking

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Context: Development of software-intensive products and services increasingly occurs by continuously deploying product or service increments, such as new features and enhancements, to customers. Product and service developers must continuously find out what customers want by direct customer feedback and usage behaviour observation. Objective: This paper examines the preconditions for setting up an experimentation system for continuous customer experiments. It describes the RIGHT model for Continuous Experimentation (Rapid Iterative value creation Gained through High-frequency Testing), illustrating the building blocks required for such a system. Method: An initial model for continuous experimentation is analytically derived from prior work. The model is matched against empirical case study findings from two startup companies and further developed. Results: Building blocks for a continuous experimentation system and infrastructure are presented. Conclusions: A suitable experimentation system requires at least the ability to release minimum viable products or features with suitable

Pesquisa exploratória e qualitativa que objetiva a identificação de elementos de mudança organizacional e Lean Office convergentes, assim, contribuírem para efetividade do processo de transformações, em uma unidade contábil de uma empresa de cunho social, com base no pensamento enxuto. Apresenta como literatura a Gestão da Informação e o Lean Office. O desenvolvimento do trabalho no ambiente da Gerência de Contabilidade e Orçamento de uma organização mixta teve como base a seguinte problemática: de que forma a melhoria nos fluxos de informação poderiam contribuir para a melhor gestão dos processos do setor de Contabilidade?. Utiliza-se os conceitos do Lean Office e as técnicas de mapeamento de processos e fluxos de informação. O estudo indica o comportamento e o preparo de uma unidade organizacional para processo de mudanças com base no conceito Lean. O escritório enxuto, objetivo final do processo, visa a redução ou eliminação dos focos de desperdício e a melhoria, ou a perfeição, das atividades de um ambiente administrativo. A adaptação do pensamento enxuto aplicado à manufatura para um ambiente administrativo é possível porque ambos são capazes de alinhar-se aos objetivos da empresa e direcionar seus esforços para o que realmente interessa o cliente.

A área de prestação de serviços se diferencia em muitas formas do ambiente fabril, porém,
métodos e ferramentas aplicados em manufaturas, também podem ser adaptados para
escritórios, trazendo muitos benefícios. Como o ramo dos seguros vem crescendo no Brasil, a
necessidade de se diferenciar no mercado e possuir um modelo de gestão padronizado é muito
importante. Foi definido como objetivo deste trabalho aplicar o lean manufacturing, filosofia
de melhoria aplicada em manufaturas, em uma corretora de seguros, essa filosofia, para a área
de prestação de serviços, é chamada de lean office. Através deste método e de suas
ferramentas, como o 5S e o PDCA, foi possível o diagnóstico dos processos, encontrar
gargalos e solucionar problemas, aliando isto com um ambiente de trabalho mais limpo,
organizado, estruturado, com a compreensão de todos os colaboradores.
Palavras-chave: Corretora de seguros; Lean Office; Prestação de serviços.

A necessidade de eliminar desperdícios em áreas administrativas amplifica-se à medida que aumenta a competitividade nos setores, pressionando assim a redução de custos e despesas fixas. Neste contexto, além de mostrarem-se relevantes para as operações diretas, os conceitos e ferramentas Lean também ganham importância no escritório e em áreas de apoio. Apesar disto, os métodos disponíveis para a utilização do Lean em áreas administrativas carecem de integração com técnicas consolidadas pela literatura em Gerenciamento de Processos de Negócio. Frente a necessidade das organizações em eliminar desperdícios, e às lacunas identificadas na literatura existente sobre Lean Office, o presente artigo apresenta a proposição de um método para a implantação do Lean em áreas administrativas, incorporando o uso de técnicas de Gerenciamento de Processos. Além disto, este trabalho apresenta a aplicação do método no Sindicato das Indústrias Metalúrgica, Mecânica e de Material Elétrico e Eletrônico de São Leopoldo-SINDIMETAL. Para este objetivo, o trabalho revisa os conceitos Lean e de Gerenciamento de Processos de Negócio, utilizando como método de pesquisa a Design Science Research. Por fim são discutidas implicações a partir destas proposições bem como perspectivas para o desenvolvimento do Lean como alternativa para melhoria em operações administrativas.

W pierwszej części artykuł syntetyczne ujmuje teorię innowacji z jej
definicjami oraz podziałem. W kolejnym rozdziale przedstawia specyfikę zarządzania
innowacją w przedsiębiorstwach wraz z najważniejszymi etapami
i warunkami wdrażania. Dwie ostatnie części prezentują jedną z nowoczesnych
metod zarządzania przedsiębiorstwem, jaką jest lean management, oraz wybrane
narzędzia i warunki niezbędne, aby wdrożenie było powiązane z innowacyjnym
wzrostem jednostki gospodarczej.

Abstract: Lean Thinking is a highly evolved method of managing an organization to improve the productivity, efficiency and quality of its products or services. The core principle it uses is that no work should be done unless it is going to create customer value.

Model-Based Systems Engineering (MBSE) methodologies, languages and tools have been used for many years and across many industries to define, solve, and manage problems and solutions of high complexity. But MBSE was traditionally employed on big Waterfall projects where it was common place to do your "Big Modeling Up Front" and throw models "over the fence" to the next phase of development. In addition, while traditional Agile development frameworks and best practices (e.g., Scrum, XP) have also been employed for many years, they didn’t explicitly provide guidance on how to integrate MBSE and Agile development. Fortunately, the Scaled Agile Framework (SAFe®) provides high-level guidance on how to apply MBSE on large-scale development projects. In this presentation, we will share practical best practices for performing Lean-Agile MBSE that anyone can apply on their program. Also, we will discuss a number challenges we have experienced with Lean-Agile MBSE and some ideas on how these challenges might be addressed in the future.

Morocco country faces a set of challenges related to the global economic crisis which strongly affects the funding dedicated to different development sector. In this way, engineering schools are expected to respond to higher education's heightened requirement while using the minimum amount of resources. Lean thinking is a systematic approach to improve the efficiency of the educational process by promoting continuous improvement. It can be applied both to learning and administrative steps to eliminate activities that do not add value. In order to apply lean thinking principles in Moroccan engineering education we need to understand how process activities create value and interact together. The process approach is a powerful way of visualizing process flow and how inputs are transformed into outputs using different resources. The purpose of this study is to introduce the first two principles of lean thinking, namely value definition and process mapping, in Moroccan engineering education. Firstly we have chosen to study the ENSEM (National Higher School of Electricity and Mechanics) processes. We have described its learning system in order to define the value and elaborate the macro process mapping. Thereafter, we have built SIPOC process map in the ENSEM context.

Lean Six Sigma Measure Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Measure Phase Tollgate Templates include the most common tools used in the Measure Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Measure Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

The key to realizing greater savings in your Lean initiatives and from more informed management decisions is to predetermine the "True" cost of downtime for each profit center category. TDC is a activity based costing methodology of analyzing all cost factors associated with downtime, and using this information for cost justification and day to day management decisions. Most likely, this data is already being collected in your facility, and need only be consolidated and organized according to the TDC guidelines

Las metodologías ágiles son métodos y técnicas científicas que se pueden adaptar con facilidad a las condiciones de un proyecto, éstas permitan flexibilidad, inmediatez de respuesta, reducción de costos, optimización de tiempos, mejora en la satisfacción al cliente, aumento en la motivación en

The Lean approach offers a strategic philosophy for pursuing organizational change; a set of operating principles as a lens to review and facilitating improvements; concrete tools and implementation methods; and imperatives for cultural change in the organization (Emiliani 1998). Taken together, the Lean principles also offer great value for educational institutions where there exists an inconsistent focus on creating value for the customer and an organizational culture that is not effectively engaged in improvement processes.

The core goal of the Lean improvement at the International School of X will be to align and optimize organizational processes to create value (learning) for the users. Below are the five Lean Principles (Go Lean Six Sigma 2012) and the general applications to improvement in an educational institution.

The adoption of systems-focused risk assessment techniques has not led to measurable improvement in the rate of patient harm. Why? In part, because these tools focus solely on understanding problems, and provide no direct support for designing and managing solutions (i.e., risk control). This second installment of a 2-part series on rebalancing risk management describes a structured approach to bridging this gap: The Active Risk Control (ARC) Toolkit. A pilot study is presented to show how ARC Toolkit can improve the quality of risk management practice.

"A close relationship between near-miss events and major accidents has been demonstrated in major
hazard facilities: a near-miss and an accident have often common causes. A near-miss could be defined as
a hazardous condition where the event sequence could lead to an accident if it had not been interrupted.
An effective Near-miss Management System (NMS) aims to quickly recognize signals from the operational
fields in order to apply prevention strategies. As a standard reference model has not yet been
developed, the NMS design represents a complex issue. The present paper proposes a critical comparison
between two methodologies which could be applied for a near-miss event assessment: a matrix and an
index based method. The purpose is to evaluate potentiality and pitfalls of their application as their
global efficiency could influence the whole performance of the whole NMS design. An application in
a test case of a chemical plant is proposed: results obtained have proved useful in supporting safety
management in an effective design of a NMS."

I developed a framework and procedure to identify, prioritise, execute & track operational improvement opportunities targeting the top operating production losses as reported from the sites Ampla down time loss reporting system. The framework uses visual management tools and lean principles to drive actions for improvements that increase the asset utilisation (availability, performance and quality) metric for the sites processing department.

Tematem niniejszej pracy stała się japońska koncepcja Kaizen, jej analiza na podstawie wybranych przykładów z badań własnych. Celem pracy było przywołanie filozofii pod kątem teoretycznym, ale również praktycznym opierając się na przytoczeniu kilku przykładów. Praca naukowa w swojej treści obejmuje analizę oraz znalezienie odpowiedzi na kilka kluczowych pytań: Czym jest koncepcja Kaizen? Co oznacza japońska filozofia pracy " dążenia do doskonałości " przedsiębiorstwa? Jaki rodzaj Kaizen wyróżniamy? Czym jest zarządzanie jakością oraz zarządzanie procesem? Czy filozofia opierająca się na " uszczuplaniu " firmy jest skuteczna? Czym różni się od Lean Management? Czy Kaizen może być wykorzystywany jako koncepcja ułatwiająca rozwój osobisty? Postaram się odpowiedzieć na wyżej wymienione pytania w oparciu o badania ilościowe. Na początku ukazano metodologię badań w świetle teorii, w oparciu o dostępną literaturę przedmiotu. Określono cel i przedmiot badań, problem badawczy oraz hipotezy badawcze, metodę, technikę i narzędzia badawcze oraz miejsce i czas badań własnych. Następnie przytoczono ogólną teorię koncepcji Kaizen, opierając się na dostępnej literatury. W związku z tym przywołano definicję koncepcji, wymieniono jej rodzaje, przedstawiono ogólnie genezę tego zjawiska oraz uwzględniono przyszłość tejże koncepcji prognozowaną przez naukowców – w oparciu o dostępne wyniki badań własnych przeprowadzonych w wybranych firmach międzynarodowych.

Lean and Six Sigma are business improvement methodologies that have been applied successfully in many industrial contexts, at first in manufacturing environment and more recently in service and transactional applications. The aim of this paper is to provide an overview of the Lean and Six Sigma framework in the context of organisational development. The objective is to review how the application of concepts like Critical To Quality and Data Driven Management can improve organisational performance. The main emphasis is not on the methodology itself but on its philosophy, and how a company can benefit from a Lean and Six Sigma approach in the development of an organisational ecosystem allowing the company strategy to be consistently executed. 


This article presents a transformation process towards lean product development in an aerospace industr y. This transformation was achieved in two main stages: the first was to integrate the principles of set-based concurrent engineering into an existing product development model of an aerospace company. This stage included defining activities and associated tools. The second stage was to implement the developed model in a research-based industrial case study, a helicopter engine in this case . Three main outcomes were realised from this work. First, it presented an industrial case of lean transformation in product development, where the leanness of an existing model was enhanced by embedding set-based concurrent engineering principles. Second, the developed model was structured into a set of well-defined activities and associated tools that were previously scattered or redundant. Finally, the developed model was trialled in an industrial project of a helicopter engine, tested to evaluate its value in enhancing the innovation level and reducing risk. The work presented in this article focused on early stage system level design, and future work will extend the implementation of set-based concurrent engineering to sub-system and component levels.

Buffers are often used in Construction to prevent the negative impact of Variability and Uncertainty on projects. Inventories of materials, budget contingencies, time float, and excess of equipment capacity are examples of the type of Buffers found in construction. However, usually the design and management of Buffers is based mostly on intuition and performed informally. New production philosophies such as Lean Production, Lean Construction and Theory of Constraints allow a more systematic and rigorous approach to the Design and Management of Buffers. This paper discusses the role of production management philosophies in the Design and Management of Buffers, and how selected IT tools can support this process.  The paper also provides some guidelines for the design of Buffers in repetitive construction projects using a proposed conceptual model.

This paper aims to present Jidoka (autonomation, intelligent automation, automation with a human touch) as one of the logistics process improvement concepts with reference to processes supporting the production process. Firstly, the author focuses on the connection between the basic process and logistic process in the production phase. Later the author addresses the issue of transportation and work-in-progress store. Then the author analyses the concept of production management, which is Jidoka, and its impact on improving the efficiency in the use of resources in goods manufacturing. After presenting several tools of Jidoka the author evaluates the role of Jidoka in shaping the logistics processes.

in Russian 

Tsarenko, A.S., Guselnikova O.Yu.  "Lean region", "Lean clinic", "Lean city" Projects as Steps towards Creation of "Lean Government": Evaluation of Lean Initiatives in Russian Public Sector Organizations // Public Administration. Web Journal. 2019. N 73. Pp.167-203.

The article discusses the experience of implementing lean manufacturing in the public sector in Russia. The process of lean diffusion is examined;transfer of lean business model by means of its primary adaptation in joint-stock companies with state participation and state corporations is outlined.  The  research  involves  revision  of  lean  projects  inRussian  public  administration  on Federal  (the  Lean  clinic  project),  regional  (experience  of  the  Republic  of  Tatarstan,  the Ulyanovsk region, KHMAO-Yugra) and municipal levels. Aspects of the scale and direction of the  projects, their methodological  support,  the  content of the  lean tools adapted for the  public sector,  approaches  to  consulting  support  of  the  lean  implementation  initiatives  are  as  well under consideration.

Questo elaborato si pone l’obiettivo di analizzare il Lean Thinking e successivamente di
commentarne gli effetti sulla gestione dei fornitori. Per riuscire nell’intento si suddividerà la tesi
in due sezioni. Nella prima saranno presenti diverse considerazioni sul Pensiero Snello,
nell’ordine:
1. Definizione e implementazione della Lean nelle aziende occidentali.
2. Critiche alla Lean Production.
3. L’evoluzione del Lean Thinking.
Nella seconda sezione si visioneranno le principali aree in cui la Gestione Snella influisce
nelle relazioni coi fornitori e nel funzionamento del magazzino, ovvero:
1. L’organizzazione dei fornitori.
2. Regole e condizioni.
3. Coordinamento magazzino.
4. Personalizzazione prodotto.
5. Comunicazione coi fornitori.
Per riuscire in questa indagine ci si è avvalsi di un supporto teorico che deriva da libri,
articoli e testimonianze, di cui i più importanti sono: “La Macchina che ha Cambiato il
Mondo” di Daniel T. Jones e James P. Womack (1993), Rizzoli; “Learning to Evolve” di
Peter Hines, Matthias Holweg e Nick Rich (2004), International Journal of Operation &
Production Management; “Evolution of Manufacturing System at Toyota” di Takahiro
Fujimoto (2001), Productivity Press; e la testimonianza di Masanaka Yokota, CEO di JMAC
Europe.

Lors de discussions, les auteurs du livre, Jim et Dan, nous ont surpris en suggérant qu’il serait sans doute possible d’écrire le même ouvrage en s’appuyant exclusivement sur des exemples d’entreprises françaises. Selon eux, la tradition du lean en France est tout aussi respectable que celle aux Etats-Unis. Toutes deux comptent quelques réussites spectaculaires… aussi bien que de nombreuses déceptions, rencontrées par ceux qui ont cru possible de mettre en place le système lean sans changer fondamentalement leur approche de la gestion de l’entreprise. Comme nous nous montrions sceptiques et compte tenu de notre connaissance de la situation du lean en France que nous étudions au sein du « Projet Lean Entreprise » à Télécom Paris, nous avons choisi avec les auteurs, à l’occasion de cette préface, de rendre compte d’un courant qui a contribué au développement du lean en France.

¿Qué es VSM – VALUE STREAM MAPPING?
Un producto terminado contempla diversas actividades en el flujo de su producción de las cuales hasta un 90% no aportan valor añadido a la unidad producida (http://leanmanufacturing10.com/vsm-value-stream-mapping). Toda actividad que no agrega valor al producto en el flujo de producción, pero que no involucra la transformación de lo mismo, como el transporte, manipulación, entre otros. Por lo tanto, cuando se trabaja para reducir estas actividades, las cuales podemos tratar como pérdidas en el proceso, automáticamente esto implicaría un aumento de la productividad y un menor coste de producción, aumentando el margen de beneficio de la entidad. Es válido para definir que, dondequiera que haya un producto solicitado por el consumidor, existe un valor de Flujo, donde el desafío consiste en visualizar este flujo [1]. Esto puede entenderse como la definición de flujo de valor, es decir, dentro de un proceso, flujo de valor (value stream) es el conjunto de todas las actividades (que agregan y no agregan valor) que se utiliza para trabajar un producto en todos los pasos esenciales en cualquier proceso: (1) el flujo de producción desde la materia prima hasta el producto terminado en las manos de los consumidores, y (2) desde el diseño inicial del producto hasta su lanzamiento en el mercado. O sea, flujo de valor se trata de una perspectiva general de los procesos, donde las etapas son consideradas interactuando simultáneamente. La figura 1 muestra un ejemplo de flujo de valor: Una vez entendido de qué es un flujo de valor, podemos presentar el concepto de " Mapa de flujo de valor (VSM) " , que no es más que una herramienta en la que sólo se necesita un lápiz y papel para la formalización del layout de procesos en una hoja para el análisis del flujo de los pasos de producción de un pedido.

Purpose
The adoption of lean operational practices and independently the uptake of business
practices related to sustainability and corporate social responsibility continues to grow. Past
research has hinted at relationships between these two areas – suggesting that ‘lean is green’
(e.g. Florida, 1996). The lean mantra of waste reduction and ‘doing more with less’ is
immediately apparent as delivering environmental benefits and has formed the basis of past
research (e.g. Hughes, 2012). Almost all research linking lean operations or lean supply chains
to sustainability issues have focused exclusively on environmental impact. The purpose of this
paper is to explore the broader sustainability benefits of lean operations.
Design/Methodology
The paper uses a longitudinal multi-year (up to four years observation), multi-case
analysis (n=5).
Findings
The paper reports that lean operations meet a wide range of sustainability outcomes
beyond environmental benefits (including supply monitoring, transparency, workforce
treatment, and community engagement). The paper specifies the internal and external policies,
procedures, tools, and strategies for implementation of lean and sustainable operations
management. This is encapsulated in the development of a stage based theoretical model of
lean-sustainability. Further, it is proposed that lean implementation and sustainability
performance are in fact interlinked.
6
Originality/Value
Past research on the role of lean operations in improving sustainably has focused almost
exclusively on environmental benefits accruing from toolkit/workplace level waste reduction.
This paper demonstrates that lean provides more than a toolkit (a philosophy and strategic
direction) and that this meets a wide range of sustainable outcomes. This finding makes major
contributions to conceptualizing how lean operations influence sustainability outcomes. The
paper develops the first integrative stage based model of lean and sustainable operations
management.
Keywords: lean, green, sustainability, operations management
Article Classification: Research paper

In the era of the 21st century, the best higher education institutions have more than one role. Not only do they educate and train students but they also create new ideas and knowledge for the short-term contemporary issues as well as long-term complex problems. In the strategic goals, five aspects are critical in higher education: the democratization of knowledge and access, the contestability of the market and funding, the research technologies, the global mobility and the integration with the industry. Universities should have strategic plans including strategic goals. In this study, the strategic models and plans of the public (5) and private (5) universities are analysed from the five different aspects. In order to deeply understand the dynamics at these universities, the phenomenological interpretive analysis is preferred. University leaders
and managerial departments should consider market needs and do strategic plan accordingly. Hence, they should develop the strategic thinking capacity of both their academic staff and researchers for short and long terms need of the industry. Results have shown that most universities have wrong perception regarding the strategic model and plan. Neither private nor public universities possess enough knowledge on the subject.
Keywords: Higher education, university and industry partnership, strategic model and planning, higher education management, financing of higher education.

Lean Six Sigma DMAIC Checklist Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the DMAIC Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Este modelo de las fases de implementación de un proyecto Lean
(http://leanmanufacturing10.com/fases-la-implementacion-lean/) puede aplicarse a
todas las empresas, sin embargo hay que saber identificar la naturaleza de nuestra
propia producción para adaptar la metodología de una manera más efectiva y
conveniente.
Dicha implementación debe hacerse de una manera secuencial, equilibrando cada uno
de los esfuerzos y recursos con los que se cuentan, así como tener claros los objetivos
de mejora continua propuestos.

The concept of Just in Time (JIT) has been studied for more than 20 years, so there are lots of the academic articles and case studies which give the objectives, the backgrounds, the principals, and the techniques of Just in time. The objective of this paper is to gain further knowledge into the JIT/Lean purchasing approach and to identify future research directions. We will concentrate on JIT purchasing and the Lean purchasing, since the JIT purchasing is an important concept of the lean management, therefore in the first part, we will discuss about the JIT purchasing, as well as the advantages and disadvantages of this technique. In the following part, we will focus on the lean purchasing concept to show how the lean purchasing played an important role in the supply chain.  Index Terms-Just in time purchasing, lean purchasing, lean supply chain, lean management, lean production, and lean implementation

Purpose – Recent operations management research suggests that adopting and implementing the right practices are essential to attaining “world-class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment.
Design/methodology/approach – Group work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in-depth semi-structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses.
Findings – In total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs.
Practical implications – The leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas.
Originality/value – Researchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.

Lean construction efforts could prove to be highly rewarding for the construction industry. Although various countries gained large benefits by adopting the lean concepts, there seems to be a scarce implementation of lean in the UK construction industry over the last two decades even after the publication of the Egan report. Building upon the methodologies and conceptual frameworks used in earlier work in the UK (Common et al., 2000), the Netherlands (Johansen et al., 2002), and Germany (Johansen & Walter, 2007), this study carried out a similar survey to evaluate lean construction as practiced in the UK, and identify the barriers to its successful implementation.

A theoretical framework was adopted and modified by the author to keep up with the vast developments made among the lean construction community since previous studies were carried out; and it formed the basis for a questionnaire survey. The data obtained was then subject to secondary analysis on top of quantitative and qualitative systematic evaluation. Six different classifications were established and analysed during secondary stage. This allowed trends and contrasting views to be determined, and thus more comprehensive findings to be concluded. After completing the results they were informed further by undertaking interviews with a number of professionals from the UK construction industry.

It was found that the majority of the construction organisations do not yet have a holistic view of the full potentials of lean; and that there is still a significant lack of understanding of how to successfully apply lean principles to construction processes and activities. The study concluded the significant barriers to the successful implementation of lean construction in the UK; and proposed a strategy for overcoming the barriers identified.

Tóm tắt
Sản xuất LEAN tập trung vào việc nâng cao năng lực sản xuất của doanh nghiệp thông qua cải tiến liên tục và tiết kiệm chi phí. Khi doanh nghiệp áp dụng LEAN có thể đạt được các lợi ích to lớn về năng suất lao động, chất lượng sản phẩm, chi phí sản xuất và giao hàng đúng hạn. Dù lợi ích của việc áp dụng LEAN là to lớn nhưng số doanh nghiệp thành công là không nhiều. Bài viết tập trung nghiên cứu ảnh hưởng của đặc trưng doanh nghiệp đến các nhân tố thành công của LEAN tại các doanh nghiệp sản xuất công nghiệp tại Việt Nam. Bài viết tiến hành nghiên cứu sâu tại sáu tình huống nghiên cứu điển hình. Kết quả nghiên cứu chỉ ra mô hình sáu biến đặc trưng doanh nghiệp có tác động đến chín nhân tố thành công của LEAN trong điều kiện Việt Nam.
Từ khóa: LEAN, nhân tố thành công, doanh nghiệp sản xuất Việt Nam
Abstract
LEAN is a manufacturing method focus on the enhance the enterprises's production capability by continous improvement and waste elimination. Enterprises can achieve a hugh benefit such as productivity improvement, quality assurance, cost reduction, and on-time delivery by LEAN application. While some enterprises have achieved outstanding success, much of enterprises faced much of challenges and can not achieved the advantage and value added as desired. This paper explored the influence of organization features to the success factors for the LEAN application in Vietnam manufacturing enterprises. A case study via interview key perons at six companies was employed in this study. The result indicated a research model of " Organization Features " impact to 9 success factors lead to the successful of LEAN in Vietnam manufacturing enterprises.
1. Giới thiệu
Phương pháp sản xuất LEAN được xây dựng dựa trên triết lý cải tiến liên tục không chỉ với mục đích loại bỏ hoàn toàn các lãng phí trong quá trình sản xuất mà còn giúp doanh nghiệp xây dựng một phương pháp tư duy và hành động thống nhất cho quá trình sản xuất (Flinchbaugh & Carlino, 2006). Khi doanh nghiệp áp dụng LEAN có thể giúp tăng năng suất lao động của công nhân lên gấp đôi, giảm tồn kho đến 90% và giảm tỷ lệ lỗi đến khách hàng 50%. LEAN đã đạt được những bước tiến quan trọng và giúp nhiều doanh nghiệp trở thành doanh nghiệp đẳng cấp thế giới thông qua tăng khả năng cạnh tranh về chi phí. Đến nay LEAN vẫn là một trong những phương pháp quản lý hiệu quả nhất cho doanh nghiệp trong việc tạo lợi thế cạnh tranh thông qua quan điểm về chi phí và lãng phí (Womack & Jones, 2003). Mặc dù xu hướng phát triển của LEAN khá mạnh mẽ và nhận được sự đón nhận từ cộng đồng doanh nghiệp nhưng tỷ lệ áp dụng thành công lại khá thấp khi chỉ có dưới 20% số doanh nghiệp thực hiện áp dụng LEAN có thể đạt được những thành công như mong muốn. Các số liệu nghiên cứu cũng chỉ ra rằng có rất nhiều khó khăn và rào cản lớn mà các doanh nghiệp thường gặp phải khi áp dụng LEAN (Kilpatrick & Osborne, 2006). Phần lớn các vấn đề của doanh nghiệp có liên quan đến cách thức mà doanh nghiệp triển khai sản xuất LEAN và đặc điểm của từng doanh nghiệp chứ không hoàn toàn do việc ứng dụng các công cụ và kỹ thuật của LEAN vào sản xuất (Tracey & Flinchbaugh, 2006). Tại Việt Nam, LEAN đã được biết đến rộng rãi cả trong nghiên cứu và thực tiễn. Các doanh nghiệp Việt Nam đã triển khai LEAN và đạt được những thành công nhất định, mang lại những lợi thế cạnh tranh mạnh mẽ về năng suất lao động, chất lượng sản phẩm và chi phi sản xuất. Tuy nhiên, phần lớn doanh nghiệp thường gặp phải những khó khăn khi chuyển đổi sang LEAN và không đạt được những kết quả tốt và không duy trì được trong dài hạn. Hiện nay các doanh nghiệp áp dụng và thành công với phương pháp sản xuất LEAN tại Việt Nam chưa nhiều (Phạm Minh Tuấn, 2015) và chỉ có khoảng dưới 10% các doanh nghiệp này có khả năng tiếp cận thành công với LEAN (Nguyễn Đăng Minh & cộng sự, 2014).

Purpose: Lean is a widely used quality improvement methodology initially developed and used in the automotive and manufacturing industries but recently expanded to the healthcare sector. This systematic literature review seeks to independently assess the effect of Lean or Lean interventions on worker and patient satisfaction, health and process outcomes, and financial costs.

Data sources: We conducted a systematic literature review of Medline, PubMed, Cochrane Library, CINAHL, Web of Science, ABI/Inform, ERIC, EMBASE and SCOPUS.

Study selection: Peer reviewed articles were included if they examined a Lean intervention and included quantitative data. Methodological quality was assessed using validated critical appraisal checklists. Publically available data collected by the Saskatchewan Health Quality Council and the Saskatchewan Union of Nurses were also analysed and reported separately.

Data extraction: Data on design, methods, interventions and key outcomes were extracted and collated.

Results of data synthesis: Our electronic search identified 22 articles that passed methodological quality review. Among the accepted studies, 4 were exclusively concerned with health outcomes, 3 included both health and process outcomes and 15 included process outcomes. Our study found that Lean interventions have: (i) no statistically significant association with patient satisfaction and health outcomes; (ii) a negative association with financial costs and worker satisfaction and (iii) potential, yet inconsistent, benefits on process outcomes like patient flow and safety.

Conclusion: While some may strongly believe that Lean interventions lead to quality improvements in healthcare, the evidence to date simply does not support this claim. More rigorous, higher quality and better conducted scientific research is required to definitively ascertain the impact and effectiveness of Lean in healthcare settings.