Due to globalization industries are rapidly growing throughout the world which leads to many manufacturing organizations. But recently service industries are beginning to emerge in large numbers almost in all parts of the world including some developing countries. In this context organizations need to have strong competitive advantage over their rivals to achieve their strategic business goals. Manufacturing industries are adopting many methods and techniques in order to achieve such competitive edge. Over the last decades manufacturing industries have been successfully practicing lean concept to optimize their production lines. Due to its huge success in manufacturing context lean has made its way into the service industry. From past literature it has been observed that there hasn’t been any significant research development of lean applicability for service industry. In fact very little importance has been addressed to service in the area of operations management. Service industries are far behind than manufacturing industries in terms of operations improvement. It will be a hectic job to transfer the lean concept from production floor to service back/front office which will obviously yield possible improvement. Service processes are not as visible as production processes and can be very complex. Lack of research in this area made it quite difficult for service industries as there are no standardized frameworks for successfully implementing lean concept in service organization. The purpose of this research paper is to capture the present scenario of service industry in terms of lean implementation. Thorough analysis of past literature will be done on the applicability and understanding of lean in service structure. Classification of research papers will be done and critical factors will be unveiled which leads to a conceptual framework for implementing lean in service industry to achieve operational excellence.
| Published in |
International Journal of Business and Economics Research (Volume 3, Issue 6-1)
This article belongs to the Special Issue Supply Chain Management: Its Theory and Applications |
| DOI | 10.11648/j.ijber.s.2014030601.20 |
| Page(s) | 65-73 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Lean Service, Lean Literature Classification, Lean Implementation, Service Industry, Service Excellence
| [1] | Burnes, B. (2004). Managing Change: A strategic Approach to Organisational Dynamics. London: Financial Times. |
| [2] | Kotter, J.R. (2007). Leading change - Why transformation efforts fail. Harvard Business Review, 85(1), 1-10. |
| [3] | Maleyeff, J. (2006). Exploration of internal service systems using Lean principles. Management Decision, 44(5), 674-689. |
| [4] | Womack, J., Jones, D. T. & Roos, D. (1990). The Machine That Changed The World. Rawson Associates, New York, N.Y. |
| [5] | Black, J. R., & Miller, D. (2008). The Toyota way to healthcare excellence: Increase efficiency and improve quality with Lean. Chicago: Health Administration Press. |
| [6] | Piercy, N. and Rich, N., 2009. High quality and low cost: The lean service centre. European Journal of Marketing, 43 (11-12), pp. 1477-1497. |
| [7] | George, L. M. (2003) Lean Six Sigma For Service – How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions. USA: McGraw-Hill. |
| [8] | Sarkar, D. (2011) Process Excellence Network [online], available: http://www.processexcellencenetwork.com/lean-six-sigma-business-transformation/articles/challenges-of-service-lean-implementation/ [accessed 09 May 2014]. |
| [9] | Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidenceinformed management knowledge by means of systematic review. British Journal of Management, 4(3), 207–222. |
| [10] | Suárez-Barraza, M. F., Smith, T., & Dahlgaard-Park, S. (2012). Lean Service: A literature analysis and classification. Total Quality Management & Business Excellence, 23(3/4), 359-380. |
| [11] | Womack, J.P. and Jones, D.T. (1996), Lean Thinking, Simon & Schuster, New York, NY, pp. 90-8. |
| [12] | Lipley, N. (2008). Lean times ahead. Nursing Management, 15(1), 1–3. |
| [13] | Al-Balushi S., Sohal A.S., Singh P.J., Al Hajri A., Al Farsi Y.M., Al Abri R., (2014) "Readiness factors for lean implementation in healthcare settings – a literature review", Journal of Health Organization and Management, Vol. 28, Iss: 2, pp.135 – 153. |
| [14] | Dahlgaard, J.J., Kristensen, K., & Kanji, G. (Eds.). (1995). A special issue on ‘total quality in education’. Total Quality Management, 6(5&6), 443–619. |
| [15] | Kells, H.R. (1995). Creating a culture of evaluation and self-regulation in higher education organizations. Total Quality Management, 6(5/6), 457–467. |
| [16] | Van Der Wiele, T. (1995). Quality management in a teaching organization. Total Quality Management, 6(5/6), 497–508. |
| [17] | Emiliani, M.L. (2005). Using Kaizen to improve the graduate business school degree program. Quality Assurance in Education, 13(1), 37–52. |
| [18] | Swank, C. K. (2003) The Lean service Machine. Harvard Business Review, 123-129. |
| [19] | Greenwood, T., Bradford, M., & Green, B. (2002). Becoming a lean enterprise: A tale of two firms. Strategic Finance, 84(5), 32–39. |
| [20] | Hallowell R., (1996) "The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study", International Journal of Service Industry Management, Vol. 7 Iss: 4, pp.27 – 42. |
| [21] | Suarez-Barraza, M.F., & Ramis-Pujol, J. (2008). Process standardisation and sustainable continuous improvement: A closer look at the application of ISO 9000 to Logron˜o City Council (Spain). International Journal of Quality and Standards, 1(2), 1–35. |
| [22] | Bhatia, N., & Drew, J. (2006). Applying lean production to the public sector. The McKinsey Quarterly, 3, 97–98. |
| [23] | Aherne, J. (2007). Think lean. Nursing Management, 13(10), 13–15. |
| [24] | Logothetis, N. (1995). Towards a quality management of education. Total Quality Management, 6(5/6), 479–486. |
| [25] | Dahlgaard, J.J., & Ostergaard, P. (2000). TQM and lean thinking in higher education. Sinergie, Rapporti di Recerca, (9), 23–40. |
| [26] | Comm, C., & Mathaisel, D. (2005). A case study in applying lean sustainability concepts to universities. International Journal of Sustainability in Higher Education, 6(2), 134–146. |
| [27] | Reinhardt, K. (2007). Kaizen: A change for the better. Ground Support Worldwide, 15(8), 14–17. |
| [28] | Taner, T. M. Sezen, B., & Antony, J. (2007). An overview of six sigma applications in healthcare industry. International Journal of Health Care Quality Assurance, 20(4), 329-340. |
| [29] | Radnor, Z., & Boaden, R. (2008). Editorial: Lean in public services- panacea or paradox? Public and Money Management, 28(1), 3–7. |
| [30] | Johnson, C., & Martin, B. (1993). Applying global concepts to individual hotels at Park Inn International. International Journal Contemporary Hospitality Management, 5(5), 1–3. |
| [31] | Karl E. Weick and Robert E. Quinn (1999). Organizational change and development. Annual Review of Psychology, Vol. 50, 361-386. |
APA Style
Mofizul Islam Awwal. (2014). Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence. International Journal of Business and Economics Research, 3(6-1), 65-73. https://doi.org/10.11648/j.ijber.s.2014030601.20
ACS Style
Mofizul Islam Awwal. Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence. Int. J. Bus. Econ. Res. 2014, 3(6-1), 65-73. doi: 10.11648/j.ijber.s.2014030601.20
AMA Style
Mofizul Islam Awwal. Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence. Int J Bus Econ Res. 2014;3(6-1):65-73. doi: 10.11648/j.ijber.s.2014030601.20
Share This Article
Twitter
Linked In
Facebook
Copy
Download@article{10.11648/j.ijber.s.2014030601.20,
author = {Mofizul Islam Awwal},
title = {Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence},
journal = {International Journal of Business and Economics Research},
volume = {3},
number = {6-1},
pages = {65-73},
doi = {10.11648/j.ijber.s.2014030601.20},
url = {https://doi.org/10.11648/j.ijber.s.2014030601.20},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijber.s.2014030601.20},
abstract = {Due to globalization industries are rapidly growing throughout the world which leads to many manufacturing organizations. But recently service industries are beginning to emerge in large numbers almost in all parts of the world including some developing countries. In this context organizations need to have strong competitive advantage over their rivals to achieve their strategic business goals. Manufacturing industries are adopting many methods and techniques in order to achieve such competitive edge. Over the last decades manufacturing industries have been successfully practicing lean concept to optimize their production lines. Due to its huge success in manufacturing context lean has made its way into the service industry. From past literature it has been observed that there hasn’t been any significant research development of lean applicability for service industry. In fact very little importance has been addressed to service in the area of operations management. Service industries are far behind than manufacturing industries in terms of operations improvement. It will be a hectic job to transfer the lean concept from production floor to service back/front office which will obviously yield possible improvement. Service processes are not as visible as production processes and can be very complex. Lack of research in this area made it quite difficult for service industries as there are no standardized frameworks for successfully implementing lean concept in service organization. The purpose of this research paper is to capture the present scenario of service industry in terms of lean implementation. Thorough analysis of past literature will be done on the applicability and understanding of lean in service structure. Classification of research papers will be done and critical factors will be unveiled which leads to a conceptual framework for implementing lean in service industry to achieve operational excellence.},
year = {2014}
}
TY - JOUR T1 - Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence AU - Mofizul Islam Awwal Y1 - 2014/12/11 PY - 2014 N1 - https://doi.org/10.11648/j.ijber.s.2014030601.20 DO - 10.11648/j.ijber.s.2014030601.20 T2 - International Journal of Business and Economics Research JF - International Journal of Business and Economics Research JO - International Journal of Business and Economics Research SP - 65 EP - 73 PB - Science Publishing Group SN - 2328-756X UR - https://doi.org/10.11648/j.ijber.s.2014030601.20 AB - Due to globalization industries are rapidly growing throughout the world which leads to many manufacturing organizations. But recently service industries are beginning to emerge in large numbers almost in all parts of the world including some developing countries. In this context organizations need to have strong competitive advantage over their rivals to achieve their strategic business goals. Manufacturing industries are adopting many methods and techniques in order to achieve such competitive edge. Over the last decades manufacturing industries have been successfully practicing lean concept to optimize their production lines. Due to its huge success in manufacturing context lean has made its way into the service industry. From past literature it has been observed that there hasn’t been any significant research development of lean applicability for service industry. In fact very little importance has been addressed to service in the area of operations management. Service industries are far behind than manufacturing industries in terms of operations improvement. It will be a hectic job to transfer the lean concept from production floor to service back/front office which will obviously yield possible improvement. Service processes are not as visible as production processes and can be very complex. Lack of research in this area made it quite difficult for service industries as there are no standardized frameworks for successfully implementing lean concept in service organization. The purpose of this research paper is to capture the present scenario of service industry in terms of lean implementation. Thorough analysis of past literature will be done on the applicability and understanding of lean in service structure. Classification of research papers will be done and critical factors will be unveiled which leads to a conceptual framework for implementing lean in service industry to achieve operational excellence. VL - 3 IS - 6-1 ER -
Information
Email: