TY - GEN
T1 - Sustainable lean implementation
T2 - 9th International Conference on Management Science and Engineering Management, ICMSEM 2015
AU - Schröders, Timo
AU - Cruz-Machado, Virgilio
PY - 2015
Y1 - 2015
N2 - The lean management philosophy is applied to improve the productivity and customer satisfaction of an organization. Besides themanufacturing sector,where it has been a standard for a long time, it was adopted by other sectors like service, administration, and research. Though lean implementations often fail or are not sustainable. Failure reasons and success factors are named based on literature reviews. Furthermore, businessmodels and awarding prizes for lean approaches are described and analyzed. Based on this, an assessment tool is developed. It consists of 24 criteria that are divided in the 4 categories: leadership, culture, knowledge, and process. The category culture is subdivided in: improvement, empowering, and partnering. The rating of each criterion works by interviews on the management and supervisor level, and surveys on all levels of the company. To get an objective third-party feedback, external experts can be consulted. The highest possible score is 10 and the lowest possible 1. To improve the score of low rated criteria, different countermeasures for each criterion are named. By gathering the knowledge of different research and case studies, this tool can help companies to implement lean in a sustainable way. Still it has to be considered, that every lean approach is individual and the proposed countermeasures have to be used properly. This tool is not verified in practice yet and needs of further research are mentioned as well.
AB - The lean management philosophy is applied to improve the productivity and customer satisfaction of an organization. Besides themanufacturing sector,where it has been a standard for a long time, it was adopted by other sectors like service, administration, and research. Though lean implementations often fail or are not sustainable. Failure reasons and success factors are named based on literature reviews. Furthermore, businessmodels and awarding prizes for lean approaches are described and analyzed. Based on this, an assessment tool is developed. It consists of 24 criteria that are divided in the 4 categories: leadership, culture, knowledge, and process. The category culture is subdivided in: improvement, empowering, and partnering. The rating of each criterion works by interviews on the management and supervisor level, and surveys on all levels of the company. To get an objective third-party feedback, external experts can be consulted. The highest possible score is 10 and the lowest possible 1. To improve the score of low rated criteria, different countermeasures for each criterion are named. By gathering the knowledge of different research and case studies, this tool can help companies to implement lean in a sustainable way. Still it has to be considered, that every lean approach is individual and the proposed countermeasures have to be used properly. This tool is not verified in practice yet and needs of further research are mentioned as well.
KW - Assessment tool
KW - Evaluation
KW - Implementation
KW - Lean
UR - http://www.scopus.com/inward/record.url?scp=84937485021&partnerID=8YFLogxK
U2 - 10.1007/978-3-662-47241-5_105
DO - 10.1007/978-3-662-47241-5_105
M3 - Conference contribution
AN - SCOPUS:84937485021
SN - 978-3-662-47240-8
T3 - Advances in Intelligent Systems and Computing
SP - 1249
EP - 1264
BT - Proceedings of the 9th International Conference on Management Science and Engineering Management
A2 - Xu, J.
A2 - Nickel, S.
A2 - Machado, V. C.
A2 - Hajiyev, A.
PB - Springer-Verlag
CY - Berlin, Heidelberg
Y2 - 21 July 2015 through 23 July 2015
ER -