Authors Author(s) ID Title

The extensification of managerial work in the digital age: Middle

Hassard J., Mo7005698506; managers, spatio-temporal boundaries and control

The significance of employee behaviours and soft management practices

Alieva J., Powe
57217136364to avoid digital waste during a digital transformation
 Lean management strategy and innovation: moderation effects of
Shin D., Alam57193531671collective voluntary turnover and layoffs

The impact of lean management on frontline healthcare professionals: a

Mahmoud Z.,57216725562
A scoping review of the literature

Lean implementation barriers and their contextual relationship in contract

Sakataven R.S57226158916manufacturing machining company
 Design and Application of Customer Services Business Middle Platform for
Lin H., Zhang 57194943709Opening Service Capabilities of Electric Power Marketing

Singh K., Jha 55584791894Lean Manufacturing - An analytical approach towards Industry 4.0
 Lean practices implementation and their relationships with operational
Bevilacqua M.,
7102698862; responsiveness and company performance: an Italian study

Human resource management, Lean processes and outcomes for

Bamber G.J., S6602312369; employees: towards a research agenda

Lean management systems : Creating a culture of continuous quality

Clark D.M., Si55449396200improvement
Popowska M.,577409594008D Methodology for Solving Problems in the Production of PVC Pipes

Research on the Impact of Enterprise Production Technology Data on

Baijie W., Xia 57480516000Production Efficiency

Process reengineering and optimization for innovation performance: An

Mejri I., Ghez57208599412application to detergent manufacturing

Principles of Lean Management in Research and Development

Nizhegorodtse
36968164900Organizations: A View from Russia
 Lean Management and Breakthrough Performance Improvement in Health
Ahn C., Rundal
57219163703Care

Driving factors for management innovation of marine ship-building

Han C. 57219865768enterprises based on lean management
 The Examination of the Corporate Organisation and Implementation of
Rueb J., Bahe57219485874Industry 4.0 in a High Value German Manufacturing Firm

The Impact of Lean Management Practices and Sustainably-Oriented

Innovation on Sustainability Performance of Small and Medium-Sized
Dey P.K., Mal34568899900Enterprises: Empirical Evidence from the UK
 Lean management and innovation performance: Evidence from
Abdallah A.B.,48660978500international manufacturing companies

Industrial ecology and environmental lean management: Lights and

Ioppolo G., Cu36097581800shadows
 Review on Monitoring and Operation-Maintenance Technology of Far-
Wang Z., Guo57317496000Reaching Sea Smart Wind Farms

Song M., Fish26422516400Green and sustainable supply chain management in the platform economy

Research and Application of Aptitude Information System and

Wu X. 57225109069Management Software in Environmental Protection Mechanism
 Optimization of the petrochemical enterprise control system focused on
Barsegyan N.V57205062800resource conservation

Modeling a Development Strategy for Petrochemical Enterprise

Shinkevich A.I57039226700Organizational Structures

Impact of social and technical lean management on operational

performance in manufacturing SMEs: the roles of process and
Abdallah A.B.,48660978500management innovations
 The implementation of Lean Six Sigma for operational excellence in digital
Lameijer B.A.,56692929600emerging technology companies

Standardization can be good for exploration: a social capital view of the

Rojas C.I., Pe 57222632322productivity dilemma in operational teams
 Bottom-Up Lean Practice Deployment in a Global Setting: A Case Study
Linderson S., 57218718081from the Pharmaceutical Industry

The application of term mining techniques and fuzzy proximity for driving
Jing S., Luo P.56844730700force study in lean management
 Modeling of a strategy for developing a lean organizational structure for
Barsegyan N.V57205062800managing a petrochemical enterprise

Integrating sustainability into higher education curriculum through a

Tasdemir C., 55968066600transdisciplinary perspective
Morales-Contr
57210375251Applying lean in process innovation in healthcare: The case of hip fracture

Improvement of urgent tests laboratory turnaround time through

Isa S., Hami R57194702333laboratory lean management
 Management practices by agricultural based small scale industry to avail
Adawiyah W.R
57000534900business challenge in disruptive innovation era

Comprehensive overview of lean management tools used in the project to

Styk K., Bogac57209134114build a miniature production line „AGH lean line“
 Agile Start-up Business Planning and Lean Implementation Management
Markopoulos8654046600; on Democratic Innovation and Creativity

Engaging Professionals in Sustainable Workplace Innovation: Medical

Bartram T., St8919210600; Doctors and Institutional Work

Lean Management and U.S. Public Hospital Performance: Results from a

Po J., Rundall57211844103National Survey
 Applying lean management to reduce radiology turnaround times for
Verbano C., 6507850896; emergency department

Lean management to improve postoperative patients’ clinical pathway [Le

Compère V., R6506866862; « Lean santé » pour améliorer le parcours de l'opéré]

Validation of sustainability benchmarking tool in the context of value-

Tasdemir C., 55968066600addedwood products manufacturing activities
 Eco-innovation influencers: Unveiling the role of lean management
Leitão J., de B55545861238principles adoption

Yang L., Jiang57195984999Lean rate of posts in different departments based on ANP method

Goal pursuit in organizational health interventions: The role of team

Lehmann A.I.,57210537707climate, outcome expectancy, and implementation intentions
Atari S., Prau 57201405246Lean Intrapreneurship for Networked Manufacturing Enterprises

Murata K. 18336298200On the role of visual management in the era of digital innovation

Improving the practice of continuity through interdisciplinary

Andrews R. 57209579028understanding
 Adoption of lean practices as management innovation. A review and
Belfanti N. 57205368070conceptualisation

Unpacking the coexistence between improvement and innovation in

Furlan A., Vine
13806484000world-class manufacturing: A dynamic capability approach

Batayeh B.G.,57197835634Socially responsible innovation in health care: Cycles of actualization

 The use of knowledge management systems and event-b modelling in a
Buřita L., Hr 35239881400lean enterprise

Relationship between lean practices, soft total quality management and

innovation skills in lebanese hospitals [Relation entre le lean management,
la gestion totale de la qualité dite souple et les capacités d’innovation
Aoun M., Hasn
56004837600dans les hôpitaux libanais]

On the co-existence of innovation and creativity in the lean management

Lichtarski J., 36053372100environment
 Capturing of entrepreneurial opportunities deriving from crowdsourcing
Shaytan D.K.,57190949896practices and additive manufacturing technologies

Learn how to cope with volatility in operations at Graz University of

Karre H., Ha 57194568065Technology's LEAD Factory
Tadlaoui K., C57202088046The lean six sigma in a public hospital

Wang J.-S. 57199056953Research on the Model of Lean Construction Based on the CAS Theory

Avle S., Lindt 53876779100How methods make designers

 Space transportation solutions and innovations symposium (D2) launch
vehicles in service or in development (1): Ariane 6 industrialization
Chaize M., Co13410763800concept and status

Lean construction management: A Toyota way for organisational learning

Kamarudin K.S57201295846and participation

Frugal and Lean Engineering: A Critical Comparison and Implications for

Rosca E., Bend
57183966000Logistics Processes
 An innovation step through the lean management approach in agricultural
Todoruţ A.V.,27468088400processes

Digitalization of learning resources in a HEI – a lean management

Tay H.L., Low57191668769perspective
 Critical factors for optimising skill-grade-mix based on principles of lean
management. A qualitative substudy [Erfolgskritische faktoren bei der
optimierung des skill-grade-mix auf der basis von lean management-
Inauen A., Ret35558801900prinzipien: Eine qualitative teilstudie]

The application of terms mining technique to clustering participant’s

Jing S., Niu Z.56844730700character patterns in the enterprise management

Selection of the basic lean tools for development of Croatian model of

innovative smart enterprise [Izbor osnovnih Lean alata za razvoj Hrvatskog
Veza I., Mlad 6507488612; modela Inovativnog pametnog poduzeća]
 Challenges and Innovative Solutions in Urban Rail Transit Network
He L., Liang Q57200937176Operations and Management: China’s Guangzhou Metro Experience

Using lean management to leverage innovation in healthcare projects:

Abuhejleh A.,57192175179Case study of a public hospital in the UAE

Barriers and Facilitators to Team-Based Care in the Context of Primary

Cromp D., Hsu36338744600Care Transformation
Grasso L. 8533851100;Obstacles to Lean Accountancy

Implementing a Lean Management System in Primary Care: Facilitators

Hung D., Mart13008264500and Barriers from the Front Lines

Biazzo S., Pa 6506475585;Lean management and product innovation: A critical review

 Real-time culture change improves lean success: Sequenced culture
Kusy M., Diam6603738699; change gets failing grades

Ruxandra D. 56968118600Romanian sanitary system seen through the eyes of Lean method

Bartosek V. 56968085100The purchasing integration: Case study

Machado C.M.L
56941434500Knowledge about lean management: A study in hospitals
Wagner P., Pr56237783700Learning factory for management, organization and workers' participation

Lean Project Management – New impulses for project management [Lean

Pautsch P., St36659704600Project Management neue impulse für das Projektmanagement]

2E: Experiences with Lean and Shop Floor Management in R&D in Other
Romberg A.H.57522721600Non-Pharmaceutical Branches

Chakraborty 35753061800Process improvement - A positive deviance approach

Toward a conceptual framework for exploring multilevel relationships

between Lean Management and Six Sigma, enabling HRM, strategic
de Koeijer R.J56426943600climate and outcomes in healthcare
McIntosh B., 55117811000Illusion or delusion – Lean management in the health sector

Managing public services - implementing changes: A thoughtful approach

Doherty T.L., 57217162910to the practice of management, Second edition

Lean management: innovative tools for engaging teams in continuous

Perreault L., V57191159251quality improvement

Kokareva V.V.56472695100The organization of engineering shop “lean” management system

Dou J.X. 56176628400The application of RFID electronic tag in the apparel industry Chain

The use of value stream mapping to introduction of organizational

Wolniak R., S 57189306467innovation in industry

Chick S.E., H 57192669196Europe's solution factories

 IFIP WG 5.7 International Conference on Advances in Production
[No author na[No author idManagement Systems, APMS 2012

Lean venturing: Learning to create new business through exploration,

Breuer H. 16068268800elaboration, evaluation, experimentation, and evolution
Iskoskov M.O.55639730900Using lean management tools at different stages of the innovation project

Soares D., Bas57014548500Lean management methods in product development: A case study

Navas H.V.G. 6602444272;Systematic innovation for lean supply chain management

Navas H.V.G. 6602444272;Systematic innovation in a lean management environment

 Applying lean management principles to the creation of a postpartum
Faulkner B. 55891595400hemorrhage care bundle

Hawthorne 3rd
55830444600Lean health care.

The impact of lean design practices on an organization's radical innovation

Chen H., Tayl35181061500capability: An empirical study

Hsu C., Colema

8921115800;Spreading a patient-centered medical home redesign: A case study

Reinecke S., 56524251200Comparison of approaches to innovation and improvement management

McIntosh B., 55117811000Lean management in the NHS: Fad or panacea

 The application of lean principles and its effects in technology
Gerhard D., En
35208328600development

Lean product development - Enabling management factors for waste

Schulze A., S 8585882300; elimination

Promoting innovations in a lean organization through innovative value

Peek B., Chen53464067800stream mapping

Lean processes for optimizing or capacity utilization: Prospective analysis

Schwarz P., P56229085300before and after implementation of value stream mapping (VSM)
Sacadura L.M.50562113500Integrating value and lean management in manufacturing processes

Kheradia A. 42161479800TALEVAS model: An integrated quality methodology

Wang L., Ming57221649436An approach for lean product innovation management

Grienitz V., 7801667637;Process innovation within industrial engineering with GraFem

[No author na[No author id53rd Conference of the Operational Research Society 2011, OR53

Nuño P., Lópe55383211700A lean management model and a case study in México

Jie S. 36655902800Notice of Retraction: The definition of concept for total lean management
Nuño P., Lópe55383211700Aligning institutional intention and social impact

Hales C. 35800976500The wheel world

Chen H., Tayl35181061500Exploring the impact of lean management on innovation capability

 Management and marketing in the polish sawmilling industry [Zarządzanie
Ratajczak E., 36920983700i marketing w polskim przemyśle tartacznym]

The second lean wave The Seven Theses [Zweite Lean-Welle - Die Sieben
Faust P. 6603912120; Thesen]
Joka H.J. 35787465100Bringing lean to the shop-floor [Lean Management im Betrieb]

Machado V.C.,
16038757000Modelling lean performance

Kosturiak J., 6603438244;The New role of industrial engineering in a flat world

Klippel A.F., 23389978500Lean management implementation in mining industries

Castle A. 57225359357Lean thinking on the wards.
 Lean systems approaches to health technology assessment: a patient-
Bridges J.F. 7102617650; focused alternative to cost-effectiveness analysis.

Driven by a impulse of continuous improvements [Ein stetiger drang nach

Rabinovici Y. 14024726200verbesserungen]

Brandt J.R. 8215083800;Hooked on lean?

Weber C. 57199918026Lean and successful [Schlank und erfolgreich]

Rajpal S., Sag57195100662Business Excellence in the Indian Scenario

Lean energy management required for economic ultradeepwater

Anderson R.N.8575377200; development
Year Source title Volume Issue Art. No.

2022 Human Relations 75 9

2022 International Journal of Lean Six Sigma

2022 Total Quality Management and Business Excellence 33 1-Feb

2021 BMC Health Services Research 21 1 383

2021 Evergreen 8 2
2021 Proceedings - 2021 7th Annual International Conference on Network and Information System

2021 Proceedings - 2nd International Conference on Smart Electronics and Communication, ICOSE
2017 International Journal of Production Research 55 3

2014 International Journal of Human Resource Managemen 25 21

2013 Journal of Clinical Pathology 66 8

2022 Lecture Notes in Mechanical Engineering

2021 Proceedings - 2021 International Conference on Big Data and Intelligent Decision Making, B

2021 2021 International Conference on Decision Aid Sciences and Application, DASA 2021

2021 Lecture Notes in Networks and Systems 280

2021 Quality Management in Health Care 30 1

2020 Journal of Coastal Research 112 sp1

2020 Proceedings - 2020 IEEE International Conference on Engineering, Technology a 9198634

2020 British Journal of Management 31 1

2019 Management Research Review 42 2

2014 Sustainability (Switzerland) 6 9

2022 Journal of Marine Science and Engineering 10 6 820

2022 International Journal of Logistics Research and Applic 25 4-May

2021 Journal of Physics: Conference Series 1952 3 32028

2021 Journal of Physics: Conference Series 1889 4 42060

2021 Lecture Notes in Information Systems and Organisati 44

2021 Business Process Management Journal 27 5

2021 Journal of Manufacturing Technology Management 32 9

2021 Production Planning and Control

2020 Advances in Transdisciplinary Engineering 13

2020 Computers and Industrial Engineering 148 106731

2020 IOP Conference Series: Materials Science and Enginee 919 5 52044

2020 Journal of Cleaner Production 265 121759

2020 International Journal of Environmental Research and 17 15 5273

2020 Malaysian Journal of Medicine and Health Sciences 16

2020 International Journal of Scientific and Technology Res 9 2

2020 Topical Issues of Rational Use of Natural Resources 2 2

2020 Advances in Intelligent Systems and Computing 1026

2020 British Journal of Management 31 1

2019 Journal of Healthcare Management 64 6

2019 International Journal of Health Planning and Manage 34 4

2019 Praticien en Anesthesie Reanimation 23 4

2019 Sustainability (Switzerland) 11 8 2361

2019 Sustainability (Switzerland) 11 8 2225

2019 Journal of Advanced Computational Intelligence and In 23 2

2019 Frontiers in Psychology 10 FEB 154

2019 Journal of Entrepreneurship and Innovation in Emerg 5 1

2019 Procedia Manufacturing 39

2019 Journal of business continuity & emergency planning 12 4

2019 International Journal of Business Innovation and Rese 18 2

2018 Technological Forecasting and Social Change 133

2018 Technology in Society 53

2018 Journal of Competitiveness 10 1

2018 Eastern Mediterranean Health Journal 24 3

2018 Forum Scientiae Oeconomia 6 3

2018 Proceedings of the European Conference on Innovatio2018-September

2018 Procedia Manufacturing 23

2018 Journal of Applied Engineering Science 16 1

2017 Journal of Railway Engineering Society 34 7

2017 Conference on Human Factors in Computing Systems -2017-May

2017 Proceedings of the International Astronautical Congre 15

2017 Malaysian Construction Research Journal 1 1

2017 Lecture Notes in Logistics

2017 Proceedings of the 29th International Business Information Management Association Confer

2017 International Journal of Productivity and Performan 66 5

2017 Pflege 30 1

2016 Cluster Computing 19 4

2016 Tehnicki Vjesnik 23 5

2016 Urban Rail Transit 2 1

2016 BMJ Innovations 2 1

2015 Journal of Ambulatory Care Management 38 2

2015 Lean Accounting: Best Practices for Sustainable Integration

2015 Quality Management in Health Care 24 3

2015 Understanding the Lean Enterprise: Strategies, Methodologies, and Principles for a More Res
2015 Journal of Medical Practice Management 31 1

2015 Proceedings of the 26th International Business Information Management Association Confe

2015 Proceedings of the 26th International Business Information Management Association Confe

2015 23rd International Conference for Production Research, ICPR 2015

2015 Procedia CIRP 32

2015 Productivity Management 20 2

2014 Re-Engineering Clinical Trials: Best Practices for Streamlining the Development Process

2014 IEEE International Conference on Industrial Engineering and Engineering Mana 6962584

2014 International Journal of Human Resource Managemen 25 21

2014 International Journal of Health Care Quality Assuranc 27 6

2014 Managing Public Services - Implementing Changes: A thoughtful Approach to the Practice of

2014 Healthcare quarterly (Toronto, Ont.) 17 2

2014 Applied Mechanics and Materials 682

2014 Advanced Materials Research 912-914

2014 Metalurgija 53 4

2014 Harvard Business Review APR

2013 IFIP Advances in Information and Communication Tec 398 PART 2

2013 International Journal of Innovation Management 17 3 1340013

2013 Middle East Journal of Scientific Research 13 5

2013 Lecture Notes in Mechanical Engineering 7

2013 22nd International Conference on Production Research, ICPR 2013

2013 IIE Annual Conference and Expo 2013

2013 Nursing for Women's Health 17 5

2013 North Carolina medical journal 74 2

2012 2012 Proceedings of Portland International Center for Management of Enginee 6304209

2012 Journal of Ambulatory Care Management 35 2

2012 Congress Proceedings - CLC 2012: Carpathian Logistics Congress

2012 British Journal of Health Care Management 18 3

2012 International Journal of Technology Management 57 1-Mar

2012 International Journal of Technology Management 57 1-Mar

2011 PICMET: Portland International Center for Management of Engineering and Tech 6017744

2011 Langenbeck's Archives of Surgery 396 7

2011 International Conference on Management and Service Science, MASS 2011 5999337

2011 TQM Journal 23 4

2011 Applied Mechanics and Materials 55-57

2011 21st International Conference on Production Research: Innovation in Product and Production, ICPR 2011 - Confer
2010 OR53 Keynotes and Short Papers - 53rd Conference of the Operational Research Society 2011

2010 IIE Annual Conference and Expo 2010 Proceedings

2010 Proceedings of the International Conference on E-Business and E-Government, 5590438

2009 WMSCI 2009 - The 13th World Multi-Conference on Syst 2

2009 Engineering 250 7-Aug

2009 PICMET: Portland International Center for Management of Engineering and Tech 5262042
2009 Drewno 52 181

2009 ZWF Zeitschrift fuer Wirtschaftlichen Fabrikbetrieb 104 3

2009 Coating International 42 1

2008 Proceedings of the 4th IEEE International Conference on Management of Innova 4654560

2008 Automotive Industries AI 188 7

2008 DYNA (Colombia) 75 154

2007 Nursing standard (Royal College of Nursing (Great Brit 22 8
2006 PharmacoEconomics 24 Suppl 2

2006 ZWF Zeitschrift fuer Wirtschaftlichen Fabrikbetrieb 101 5

2005 Industry Week 254 2

2004 ZWF Zeitschrift fuer Wirtschaftlichen Fabrikbetrieb 99 10

2003 Vikalpa 28 4

2003 Oil and Gas Journal 101 11

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Production, ICPR 2011 - Conference Proceedings https://www.Industrial En Grienitz, V.,

ociety 2011 https://www.scopus.com/inward/reco

https://www UPAEP Univers

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162 167 https://www Graduate DepNuño, P., Gra

16 18 https://www GKN Wheels, Hales, C., GK

826 834 33 10.1109/PIC https://www Department of

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157 163 9 10.3139/104 https://www.scopus.com/Faust, P.

 10 13 https://www.scopus.com/Joka, H.J.

1308 1312 10.1109/ICMIhttps://www Department of

Machado, V.C.

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16 18 1 https://www.scopus.com/Castle, A.
101 109 12 10.2165/000 https://www not available Bridges, J.F.,

292 295 10.3139/104 https://www.scopus.com/Rabinovici, Y.

21 https://www ManufacturinBrandt, J.R.,

562 565 10.3139/104 https://www.scopus.com/Weber, C.

77 82 5 10.1177/025 https://www Technova Infot
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47 53 3 https://www.Columbia Univ
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Abstract

How has the experience of managerial work changed in the digital age? This two-phase (2002–2006, 2015–
2019) study addresses this question by examining how middle managers perceive the spatio-temporal
boundaries of their work to have shifted. Typically, such managers report change occurring in two directions: (i)
the contractual employment boundary becoming stretched as hours completed inside the workplace increase;
and (ii) this boundary becoming breached as managers conduct additional work voluntarily from locations
outside corporate premises. Although such trends can be explained deterministically – the former stemming
from corporate acceptance of consultancy-influenced organizational prescriptions (business process
reengineering, lean management, agile management etc.), and the latter from widespread adoption of digital
communication innovations (BlackBerry, email, WhatsApp etc.) – we argue that to achieve a more rounded
appreciation of such work ‘extensification’ attention must also be paid to agentic forces of strategic and political
choice. Developing this argument, and acknowledging paradox when theorizing spatio-temporal change, we
suggest future research on managerial employment must entail documenting not only factors influencing the
stretching and breaching of work boundaries, but also – given incipient political regulations and innovative
surveillance technologies – others serving to strengthen and protect them, notably those directed at improving
work–life balance and physical/psychological health. © The Author(s) 2021.

Purpose: The purpose of this study is to investigate the perceived effects between soft management practices,
employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how
these relate to the emergence of digital waste. Design/methodology/approach: This paper uses case-based
research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-
structured interviews with two management representatives and four shop-floor employees. The data was used
to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours
and soft management practices, in light of digital transformation. Findings: The results suggest that several
variables were positively influenced by the digital transformation process. These were top management
leadership, middle management involvement, employee education, corporate social responsibility focus,
innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career
commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to
be negatively influenced by digital transformation The findings also indicate that several soft management
practices and employee behaviours were not only influenced by manufacturing digitalization but also
themselves influenced the process. The potential for digital waste creation was also detected in several
variables, including reward and recognition and training employees. Practical implications: Managers,
practitioners and academics may learn about the importance of certain managerial practices and employees’
behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft
lean management practices and certain employee behaviours during the digital transformation and in creating
awareness of digital waste. Originality/value: This study builds on several existing studies discussing the impact
of digital transformation on soft management practices and employee behaviours. It provides insights from a
lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital
transformation. This study also highlights the significance of digital waste. © 2022, Jamila Alieva and Daryl John
Powell.
We investigated the impact of lean management strategy on organisational innovation. Integrating lean
management and human resource management, we consider how and why different types of reductions in the
workforce can influence the relationship between lean management strategy and organisational innovation in
different ways. Specifically, we examined the moderating effects of collective voluntary turnover and layoffs in
the relationship between lean management strategy and innovation. We tested our hypotheses using data from
a large longitudinal dataset. We found that lean management strategy was significantly associated with
organisational innovation. We also found that employee layoffs positively moderated the relationship between
lean management strategy and innovation, whereas employee turnover negatively moderated the relationship
between lean management strategy and innovation. Overall, we found that the effects of layoffs and collective
voluntary turnover on the relationship between lean management strategy and organisational innovation. ©
2020 Informa UK Limited, trading as Taylor & Francis Group.

Background: Lean management practices are increasingly used in hospitals. However, their impacts on staff
have not been systematically synthesised. This scoping review aims to synthesise the evidence on the effects of
Lean Management practices on frontline healthcare professionals. Methods: A search was conducted in
February 2020 on multiple databases to identify relevant sources. Studies had to satisfy the following inclusion
criteria to be considered: published in English or French, peer-reviewed, empirical, studied the use of Lean in a
healthcare setting and focused on its impacts on frontline workers. The studies included were heterogeneous in
terms of participants. Findings were coded and classified using a thematic analysis. The quality and
methodological rigour of the reviewed articles were assessed to establish a level of confidence in their findings.
Results: Of 998 identified articles, 17 were included in the review. The findings were coded into four themes: (1)
Morale, motivation and job satisfaction (n = 9, 2) work intensification, job strain, anxiety, stress and
dehumanisation (n = 7, 3) teamwork, communication and coordination (n = 6); and (4) learning, innovation and
personal development (n = 3). Overall, the articles reported positive (n = 11), negative (n = 3) and mixed (n = 3)
impacts of Lean on frontline healthcare professionals. Conclusion: This review is the first to synthesise and
highlight the gaps in the existing literature examining the impacts of Lean on frontline health professionals. The
review revealed a range of both positive, negative and mixed effects, and points to the need for more empirical
research to identify the underlying reasons leading to these outcomes. © 2021, The Author(s).

The objective of this paper is to identify critical lean implementation barriers within a Small and Medium Scale
Enterprise (SME) and their contextual relationship. Identifying these will be the key success factor towards
implementing green practices in a manufacturing environment. Through extensive literature review, 15
identified barriers are discussed and shortlisted. Using Interpretive Structural Modelling (ISM) methodology, the
underlying subtlety between the barriers are analysed and a model is generated. This model can be considered
by the management as a guideline to tackle lean implementation barriers as part of the overall lean
management strategy. To determine the driving barriers and dependence power which influence the
implementation, the Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) analysis
is used. From the output of ISM and MICMAC analyses, a firm understanding of the barriers that effect lean
implementation and their interrelationship within an SME Contract Manufacturing Machining Company is
obtained. 15 barriers are classified into 10 levels to be tackled. Their driving and dependence power are
analysed and classified. Barrier 15 which is "Roles and Responsibility is not defined in Lean Implementation" at
level 1 has the highest dependence power. The most significant barriers are barrier 4 which is "Lack of Long-
Term Commitment to Change and Innovation" and barrier 5 which is "Individual Attitude" at level 10. Typically,
barriers 4 and 5 display weak dependence power and strong driving power. Thus, these 2 barriers are identified
as "Independent Factors" of lean implementation barriers within the organisation. © 2021 Novel Carbon
Resource Sciences. All rights reserved.
The customer services business middle platform is an important digital approach and effective tool for the
electric grid enterprise to improve the customer services, enhance the electric power supply services, promote
the marketing lean management and optimize the energy consumption policies, helping to push forward the
digital transformation of the enterprise. The paper first introduces the design methodology of the business
middle platform based on the whole process of business domain modelling, service architecture, service design,
service implementation and service governance. It describes the evolution of opening the service capabilities of
the shared service centres from the multichannel business platform to the customer services business middle
platform, and elaborates the core service capabilities of these shared service centres. It gives the hierarchical
design of the business middle platform architecture, and takes the key business scenarios such as electricity
charging and accounting, electricity business expansion as examples to elaborate the technical solutions of the
business middle platform, and puts forward the key design points and the technical design elements. Taking the
innovative scenarios such as two-dimensional barcode for validating electric power supply transfer, residential
energy efficiency management, and electric power demand response as examples, it illustrates the means of
supporting various agile product innovations and application development with the opened service capabilities
of the business middle platform. In the future, the business middle platform will be required to strengthen the
horizontal collaboration with other business middle platforms to provide strong support for cross-professional
business of the electric grid enterprise, and to output the service capabilities via the capability aggregation
platform, for striving to build an open and win-win energy internet application ecosystem. © 2021 IEEE.

Lean Manufacturing concentrates on methods which add value. Still a brand-new trend has lately arisen in the
manufacturing sector known as Industry 4.0, or perhaps the 4th Industrial Revolution. It enables the
improvement of a smart factory to enjoy an intelligent network of machines, resources, materials, goods,
individuals and ICT devices across the supply chain. In order to maximize the processes of theirs, the interaction
between conventional lean management and Industry 4.0 might be of interest in production. Recently, different
analyses of organizational excellence programs have noticed organizations develop significant synergies with the
systematic use of lean control as well as Industry 4.0 instead of sequential or discrete program. Lean Industry
4.0 would be the most powerful method to attain the subsequent level of innovation in manufacturing.
Industries which have effectively adopted Lean 4.0 may reduce maintenance fees by almost as forty percent in 5
to 10 years, and it's a lot better compared to the reductions achieved by industry 4.0 © 2021 IEEE.
Although many firms report large benefits from lean implementation, a lot of scepticism still remains regarding
attainable results and the possibility to apply Lean approach outside high-volume manufacturing and stable
context. In this work, combining field interviews with literature review, theoretical connections have been
developed among Lean manufacturing techniques, operational responsiveness and company growth
performances. A conceptual model has been proposed for investigating the network of influences among lean
practices (supplier management, human resource management, just-in-time and total quality management
practices), operational responsiveness (Product mix variety, Product innovation and Time effectiveness) and
company growth performances in Italian companies. Using structural equation modelling, a second-order
confirmatory factor analysis has been used to test the hypothesised relationships in the structural models. This
study highlights that the operational responsiveness is only partially connected to a Lean strategy of a company.
Indeed, the lean practices implementations are negatively influenced by product mix variety and innovation,
while positively influenced by time effectiveness variables. Moreover, product mix variety and time
effectiveness are the main characteristics of the operational responsiveness that positively influences company
growth performances. So time effectiveness could be considered as a mediator between Lean best practices and
firm growth. Moreover, no direct relationship has been found between lean bundles and firm’s performances.
Lack of resources and mainly poor communication and managers’ commitment and support seem to be the
main obstacles of lean implementation and success. © 2016 Informa UK Limited, trading as Taylor & Francis
Group.

Lean management or lean thinking is a process improvement technique that along with Six Sigma is used in an
increasing range of workplaces. This special issue focuses on the use of Lean in developed countries. This
increased usage reflects a growing propensity for managers to launch initiatives to upgrade the efficiency and
productivity of the enterprises that they manage, usually in an attempt to enhance the cost-effectiveness of
operations. This special issue of the IJHRM includes eight articles in addition to this one on various aspects of
the connections between lean management, human resource management (HRM) and outcomes for
employees. The present article reviews the context for the increasing popularity of lean ideas among managers.
Drawing on research in a range of countries, the articles in the special issue provide interesting insights into the
relationships between process improvement innovations and HRM, as well as raise further important questions
for research, which enable us to suggest an agenda for future research. This includes asking: what are the
differences in the ways that Lean is implemented, for example the differences that may reflect industry, regional
and national variables? © 2014, © 2014 Taylor & Francis.

This is the first in a series of articles describing the application of Lean management systems to Laboratory
Medicine. Lean is the term used to describe a principlebased continuous quality improvement (CQI)
management system based on the Toyota production system (TPS) that has been evolving for over 70 years. Its
origins go back much further and are heavily influenced by the work of W Edwards Deming and the scientific
method that forms the basis of most quality management systems. Lean has two fundamental elements - a
systematic approach to process improvement by removing waste in order to maximise value for the end-user of
the service and a commitment to respect, challenge and develop the people who work within the service to
create a culture of continuous improvement. Lean principles have been applied to a growing number of
Healthcare systems throughout the world to improve the quality and cost-effectiveness of services for patients
and a number of laboratories from all the pathology disciplines have used Lean to shorten turnaround times,
improve quality (reduce errors) and improve productivity. Increasingly, models used to plan and implement
large scale change in healthcare systems, including the National Health Service (NHS) change model, have
evidence-based improvement methodologies (such as Lean CQI) as a core component. Consequently, a working
knowledge of improvement methodology will be a core skill for Pathologists involved in leadership and
management.
The paper aims to apply the 8D methodology in problem-solving in the production process. The research project
has been carried out at a manufacturing site of PVC pipes. The authors propose a methodology that eliminates
deviations from the company’s work standards and helps achieve a new target state. The 8D methodology,
extended by additional steps, was proposed to find effective solutions based on the lean management concept.
Extension of the 8D methodology with additional steps has facilitated the building of a team with key
competencies necessary for solving the identified problem, clear definition of goals, and analysis of the
sequence in which the proposed solutions have been implemented, to ensure that the return on investment is
achieved within the shortest possible time. The implemented solutions improve the pipe extrusion process by
reducing the amount of generated waste by 12.6% and shortening the extrusion head gap adjustment process
during the start-up of the manufacturing line by 16.5%. © 2022, The Author(s), under exclusive license to
Springer Nature Switzerland AG.

As the competition between domestic and foreign manufacturing companies intensifies, and in the era of
computer information management, more and more advanced managers of manufacturing companies pay
more and more attention to their own development in intelligent manufacturing and lean management. It is a
sign of the coming of the next industrial era, that is, informatization drives industrialization and realizes the
development trend of integration of the two. The collection and analysis solution of this paper can monitor the
real-time production status of the entire production site, make improvement transparent, and make wise
decisions quickly. Digital production helps manufacturing companies tap unlimited potential and become more
competitive. © 2021 IEEE

Today's manufacturing industries are working in dynamic market climates. They are facing rapid technological
evolution, as well as demand, supply, and lead-time uncertainty fluctuations. The detergent industry is one of
the most important and active factories that are meeting the challenge of increasing global production capacity.
These future generation companies are expected to reengineer their processes in such a dynamic context by
applying continuous improvement policies in order to minimize costs, raise quality and perform effectively. To
reach such a purpose, a methodology, based on structured process reengineering procedures, is proposed for a
leading international company specialized in household detergents, disinfectants, and laundry cleaning
products. Relying on complementarities and synergies between the adopted models, we begin by defining and
analyzing the actual processes of the company to detect wastes and bottlenecks. After streaming the current
processes, solutions based on process automation are proposed and a future state map is designed to eliminate
the wastes measured. The actual and future process maps are analyzed to assess the overall improvement
realized by redesigning and automating processes. The findings also highlight the effective interactions between
the two popular frameworks: Business Process Modeling and Lean Management, using notably the BPMN and
VSM techniques. © 2021 IEEE.

The purpose of the article is to discuss the management of science in Russia for its compliance with the
principles of lean management. With regard to the management of this area, those principles have a number of
limitations, which are objectively due to the weak ability to formalize the processes occurring in it and the highly
individualized work of a researcher. The analysis of the main challenges and threats arising in the management
of science due to dysfunctional, erroneous management decisions is proposed. Thus, attempts to formalize and
institutionalize separate processes often lead only to increasing unproductive losses, especially when it comes to
blindly borrowing foreign institutions without a clear analysis of their efficiency. The same applies to the
incorrect distribution of responsibilities between research and innovation agents who do not have
competencies in the related field. © 2021, Springer Nature Switzerland AG.
Background and Objectives: Lean management in health care organizations attempts to empower staff to
generate continuous improvement through incremental but regular improvements in work processes. However,
because of the increasing pressure on health care organizations to substantially improve quality of care and
patient outcomes while containing costs in the relatively short term, many health care leaders are looking for
ways to achieve large breakthrough improvements in their organization's performance. The objective of this
research is to understand whether and how Lean management can be used to achieve breakthrough
improvements in performance. Methods: This study used grounded theory and content analysis of in-depth,
semistructured interviews with 10 nationally recognized experts in the use of Lean management in health care
organizations. The 10 participants constitute a purposive sample of experts with in-depth understanding of the
strengths and limitations of Lean management in health care organizations. Results: Two out of 10 participants
defined breakthrough improvement as a major change in a performance metric; 2 participants defined it as a
fundamental redesign in a process or service; the remaining 6 participants defined breakthrough improvement
as having both these characteristics. The extent to which participants believed Lean was an effective means for
achieving breakthrough improvement in performance was related to how they defined breakthrough
improvement. The 2 participants who defined breakthrough improvement as a significant change in a
performance metric believed Lean methods alone were sufficient. The 2 participants who defined breakthrough
improvement to be a fundamental redesign tended not to view Lean alone as an effective approach. Rather,
they, and the 6 participants who defined breakthrough improvement as having both change-in-metric and
process redesign characteristics, viewed human-centered design thinking as the primary or important
complementary approach to achieving breakthrough improvement. Participants identified resources, culture
change, and leadership commitment beyond what would be required to achieve incremental improvement as
the main facilitators and barriers to achieving breakthrough improvements. Conclusion: This research reveals
some differences in experts' definitions of breakthrough improvement, and illuminates the value of human-
centered design thinking, alone or as a complement to Lean management, in achieving breakthrough
improvement in health care organizations. Most of our expert participants agreed that supplementing Lean
management methods with the contributions of innovation design and investing significant resources,
strengthening the organizational culture to support the necessary changes, and providing stronger leadership
commitment to the effort are important facilitators for achieving breakthroughs in organizational performance.
© 2021 Lippincott Williams and Wilkins. All rights reserved.

With the continuous progress of computer technology, the level of automation and information technology of
shipbuilding enterprises has been constantly improved, and the manufacturing level of shipbuilding enterprises
has been improved, which also provides efficient tools for daily maintenance and fault diagnosis of ships. Power
system as the heart of the ship, including the main engine, transmission device, spindle, variable speed device,
propeller and other components, with complex structure, many parts, etc., shipbuilding operation and
maintenance has been the focus of the shipbuilding enterprise. In this paper, the monitoring and fault diagnosis
of ship manufacturing are studied by combining the traditional ship manufacturing monitoring device and
making full use of the innovation-driven technology. © 2020 Coastal Education Research Foundation Inc.. All
rights reserved.
This paper examines the corporate organisational aspects of the implementation of Industry 4.0. Industry 4.0
builds on new technologies and appears as a disruptive innovation to manufacturing firms. Although we do have
a good understanding of the technical components, the implementation of the management and organisational
aspects of Industry 4.0 is under-researched. It is challenging to find qualitative empirical evidence which
provides comprehensive insights about real implementation cases. Based on a case study in a German high
value manufacturing firm, we explore the corporate organisation and implementation of Industry 4.0. By using
the framework of Complex Adaptive System (CAS), we have identified three key factors which facilitate the
implementation of Industry 4.0 namely 1.) Organisational structure changes such as the foundation of a central
department for digital transformation, 2.) The election of a Chief Digital Officer as a personnel change, and 3.)
Corporate opening up towards cooperating with partners as a cultural change. We have furthermore found that
Lean Management is an important enabler that ensures readiness for the adoption of Industry 4.0. © 2020 IEEE.

While lean management practices (LMP) help small and medium-sized enterprises (SMEs) to be efficient,
sustainability-oriented innovation (SOI) facilitates adopting environmental and social practices. Although prior
research looks into the effect of LMP on the economic performance (EP) of SMEs, less is known about the effect
of LMP on sustainability (economic, environmental and social) performance. Studies on the effect of SOI on
sustainability and economic performance are also scant. Additionally, examining the mediating effect of
corporate social responsibility (CSR) practices (environmental and social practices) on both LMP and SOI
achieving sustainability performance (SP) is rare. This research bridges these knowledge gaps by answering the
question of how LMP, SOI, CSR practices, sustainability and economic performance are correlated. Through
hypothesis testing using structural equation modelling, this study reveals the impact of LMP, SOI, CSR
(environmental and social) practices on sustainability and economic performance. The study uses data from 119
SMEs within manufacturing industries in the Midlands, UK. The analysis reveals that LMP and SOI facilitate
achieving both sustainability and economic performance, and SOI mediates LMP to achieve sustainability
performance. Additionally, although CSR practices mediate LMP to achieve sustainability performance, they only
borderline mediate SOI to achieve sustainability performance. © 2019 British Academy of Management
Purpose: The purpose of this paper is to explore the effects of innovation orientation (IO) on both the
implementation levels of soft and hard lean management (LM), as well as innovation performance. It also aims
at exploring the effects of soft and hard LM on innovation performance. Design/methodology/approach: The
study analyzes survey data collected as a part of a high-performance manufacturing (HPM) project from 238
international manufacturing companies in eight countries and three industries. Exploratory factor analysis and
confirmatory factor analysis were applied to assess construct validity. The study hypotheses were tested using
structural equation modeling. Findings: The results demonstrated that innovation-oriented companies tend to
adopt aspects of both soft and hard LM. However, the results revealed an insignificant effect of soft and hard
LM on innovation performance. The study also showed that innovation performance is positively influenced by
an IO. These results indicate that having an IO is vital for enhancing both LM as well as innovation performance.
They also evidently suggest that LM is more related to continuous improvement (incremental innovation) rather
than (radical) innovation and, as such, is not important for firm’s intent on enhancing their innovation
performance. Practical implications: The current study demonstrates that IO and LM are complementary and
not contradicting strategies. The two strategies share many cultural aspects, similarities and commonalities.
However, LM is not sufficient to predict innovation performance. Managers of the surveyed manufacturing firms
are advised to focus on IO, as it has beneficial impacts on both LM (continuous improvement initiatives) as well
as innovation performance. This clearly indicates that placing the emphasis upon radical (innovative)
improvement rather than incremental improvement (LM practices) is believed to support continuous and
innovative improvement alike. Originality/value: The relationship between LM and innovation is debated in the
existing literature, but the debate is characterized by a lack of empirical evidence. This is one of the first studies
that empirically investigates the relationships between IO, LM and innovation performance. It identifies some
new insights to direct future research, particularly regarding different innovation types as well as in service
organizations. © 2018, Emerald Publishing Limited.

Current industrial production is driven by increasing globalization, which has led to a steady increase in
production volumes and complexity of products aimed at the pursuit of meeting the needs of customers. In this
context, one of the main tools in the management of customer value is Lean Manufacturing or Production,
though it is considered primarily as a set of tools to reduce the total cost of the resources needed to achieve
such needs. This philosophy has recently been enriched in the literature with case studies that link Lean
Management (LM) with the improvement of environmental sustainability. The consequence is an expansion of
the Computer Integrated Manufacturing (CIM); indeed, CIM, currently, combining and integrating the key
business functions (e.g., business, engineering, manufacturing, and information management) with a view of the
life cycle, does not highlight the strategic role of the environmental aspects. In order to deal with the
increasingly rapid environmental degradation that is reflected in society, in terms of both economy and quality
of life, Industrial Ecology (IE) introduced a new paradigm of principles and instruments of analysis and decision
support (e.g., Life Cycle Assessment-LCA, Social Life Cycle Assessment -SLCA, Material Flow Account-MFA, etc.)
that can be considered as the main basis for integrating the environmental aspects in each strategy, design,
production, final product, and end of life management, through the re-engineering of processes and activities
towards the development of an eco-industrial system. This paper presents the preliminary observations based
on a analysis of both theories (LM-IE) and provides a possible assessment of the key factors relevant to their
integration in a "lean environmental management", highlighting both positives (lights) and possible barriers
(shadows). © 2014 by the authors.
With the rapid development of global offshore wind power, the demand for offshore wind power operation and
maintenance is also increasing. This paper analyzes the technology of units, monitoring of deep wind field, and
operation and maintenance risks and provides an innovative direction for offshore wind power operation and
maintenance. In this study, the innovation of offshore wind power operation and maintenance are discussed in
regard to the aspects of operation and maintenance management, the monitoring technology of units and far-
reaching wind field monitoring and risks. Combined with information technology and lean management
concept, this paper evaluates the development trend and difficulties of data mining and information platforms
of offshore wind power operation and maintenance. A far-reaching intelligent operation and maintenance
management platform for offshore wind farms is provided and a centralized and intelligent operation and
maintenance management mode is explored in order to improve the efficiency and reduce the costs. Through
the research on the characteristics of 5G technology, the typical application scenarios of 5G technology in the
intelligent operation and maintenance of offshore wind farms are analyzed, which provide a new solution for
the efficient operation and maintenance of offshore wind farms. © 2022 by the authors. Licensee MDPI, Basel,
Switzerland.

This special volume explores topics related to green and sustainable supply chain management (GSSCM) in
platform economies. This article aims to provide an overview by dividing these topics into six groups: (1)
platform-based GSSCM, (2) technological innovations supporting GSSCM in the platform economy, (3) data-
driven sustainable development of the supply chain, (4) influencing factors of supply chain management (SCM),
(5) coping with disruptions in SCM, and (6) data-driven medical SCM. Considering the urgency of action required
for environmental pollution, the most important research contributions are sustainable development and
influencing factors of SCM in a platform economy. Some authors have explored implementation barriers,
distribution channel choice, collaboration and lean management, water shortages, and remanufacturing as key
aspects of GSSCM. Others have discussed aspects of sustainable development, such as waste discharge
prediction, efficiency evaluation, sustainability indexes, and collaborative logistics networks, while others have
investigated the factors influencing SCM, such as green management, stakeholder motives, cause marketing,
online consumer reviews, and public concerns. Their findings can serve as a reference for policymakers and
business decision makers to promote GSSCM practices. However, many additional challenges must be overcome
to successfully implement GSSCM. © 2022 Informa UK Limited, trading as Taylor & Francis Group.

Environmental protection is an important measure to maintain sustainable economic and social development. In
response to the increasingly complex external environment and the improvement of lean management
requirements of enterprises, the financial management of environmentally-friendly enterprises are an effective
way to develop blueprints and strategic goals, and it has an important role to improve corporate efficiency. As
an important part of the allergy economy, environmental protection enterprises must innovate their financial
management models, improve their budget management systems, actively respond to environmental
conditions, and strive to maximize their financial value. Based on this background, this paper takes
environmental protection enterprises as an example, analyses the innovative methods of lean management of
financial affairs within the enterprise, and hopes to provide new ideas for the financial management of the
industry. © Published under licence by IOP Publishing Ltd.
The article assesses the efficiency of designing lean organizational management structures at petrochemical
enterprises, taking into account the optimal number of employees at high-performance workplaces. The
purpose of the article is to identify the main factors that affect the effectiveness of the design of the control
system. The analysis of factors influencing the design of a lean organizational structures, the results of which the
most significant factor to consider in the design and implementation of lean management is the factor that we
named as "personnel innovative potential."This means that, despite the capital intensity of petrochemical
production, the impact of the use of human resources becomes more important in digitalization. On the basis of
this study it is shown that taking into account the achievements of totals for the petrochemical industry
cumulatively efficiency of innovation activity, expressed in the calculation of the shipment of innovative
products in 1 high-performance workplace will increase from 0.7 million rubles on average, a petrochemical
facility to 1.6 million rubles by 2024. © Published under licence by IOP Publishing Ltd.

The study aims to identify the determinants that affect the efficiency of production processes and personnel
development as a key component of modernization transformations and the dominant factor of production in
Industry 4.0. To solve this problem, a strategy for developing a lean organizational structure to manage a
petrochemical enterprise is modeled using the production function proposed by Cobb and Douglas. The results
of the analysis show that taking into account the achievement of total indicators for the petrochemical industry
as a cumulative result, the efficiency of innovation activity expressed in the calculation of the shipment of
innovative products per highly productive workplace will increase from 0.7 million rubles on average per
petrochemical enterprise to 1.6 million rubles by 2024. The proposed methodology can be used not only at the
industry level when designing lean management structures in the petrochemical industry but also at the micro-
level for individual enterprises in the industry. © 2021, The Author(s), under exclusive license to Springer Nature
Switzerland AG.

Purpose: The purpose of the current study is to address a debatable issue in the extant literature regarding lean
management (LM), innovation and operational performance (OP) relationships in the manufacturing SMEs. It
conceptualizes LM in terms of social and technical aspects and investigates their effects on process innovation,
management innovation and OP. The mediating roles of process and management innovations on
social/technical-OP relationships are also explored. Design/methodology/approach: The study analyzes survey
data gathered from 268 manufacturing SMEs belonging to different industry types in Jordan. Validity and
reliability tests of the first and second order constructs were performed. Structural equation modeling (SEM)
was used to test the study hypotheses. Findings: Both social and technical LM were found to positively affect
OP. Social LM positively affected both process and management innovations. However, the effect of technical
LM on both types of innovation was not significant. In addition, process and management innovations positively
mediated social LM-OP relationship. Nonetheless, neither type of innovation showed mediating effects on
technical LM-OP relationship. Originality/value: This study is one of the first to highlight the proposed
relationships, in general, and in the context of SMEs in a developing country context, in particular. It offers
important implications for the managers of SMEs to benefit from LM implementation and avoid its failure,
enhance innovation efforts by focusing on social LM practices and subsequently achieve higher levels of OP. ©
2021, Emerald Publishing Limited.
Purpose: The purpose of this research is to develop a better understanding of the hurdles in implementing Lean
Six Sigma (LSS) for operational excellence in digital emerging technology companies.
Design/methodology/approach: We have conducted case studies of LSS implementations in six US-based
companies in the digital emerging technology industry. Findings: Critical success factors (CSF) for LSS
implementations in digital emerging technology companies are: (1) organizational leadership that is engaged to
the implementation, (2) LSS methodology that is rebranded to fit existing shared values in the organization, (3)
restructuring of the traditional LSS training program to include a more incremental, prioritized, on-the-job
training approach and (4) a modified LSS project execution methodology that includes (a) condensing the phases
and tools applied in LSS projects and (b) adopting more iterative project management methods compared to the
standard phased LSS project approach. Research limitations/implications: The qualitative nature of our analysis
and the geographic coverage of our sample limit the generalizability of our findings. Practical implications:
Implications comprise the awareness and knowledge of critical success factors and LSS methodology
modifications specifically relevant for digital emerging technology companies or companies that share
similarities in terms of focus on product development, innovation and growth, such as R&D departments in
high-tech manufacturing companies. Originality/value: Research on industry-specific enablers for successful LSS
implementation in the digital emerging technology industry is virtually absent. Our research informs
practitioners on how to implement LSS in this and alike industries, and points to aspects of such
implementations that are worthy of further attention from the academic community. © 2021, Bart A. Lameijer,
Wilmer Pereira and Jiju Antony.

Process Management Programs (PMPs) rely heavily on the standardization of activities to improve
organizational efficiency and reliability. Standardization, however, can lead to rigidity and inertia, which may
eventually inhibit exploration and innovation. While scholars have provided cognitive and routine-based
arguments to cope with this dilemma, the fact that standardization is a social process that requires collaboration
between individuals has been overlooked. In this paper, we propose that standardization can improve a team’s
social capital and thereby facilitate the activities that enable exploration. Specifically, we hypothesize that
standardization relates positively to external communication, psychological safety, and the perception of
support for innovation in operational teams. These three social capital attributes mediate the relationship
between standardization and exploration. We tested this multilevel mediation model by analysing 431 members
of 62 operational teams in a large multinational mining company that had recently implemented a Process
Management Program (Lean Management). Our multilevel mediation results confirmed that standardisation
promoted exploration by enhancing the teams’ social capital. For robustness we tested our model with a second
survey of 450 workers of different companies and obtained similar results. Therefore, we propose that the
productivity dilemma can be balanced by improving operational teams’ social capital. © 2021 Informa UK
Limited, trading as Taylor & Francis Group.
In view of major social changes, such as the growing climate crisis, increased external expectations on the
production sector demand an industrial transformation. Since transformations call for innovation, new lean
practices will emerge locally at sites in production networks to cope with new challenges. But, how can new
local lean practices be deployed for utilization by other parts of the company? Global production companies
strive for broad over-All improvements within the network. This is often approached through a top-down
deployment of a global lean framework, using various mechanisms. Lean standard development is a central
mechanism for transferring best practices and lean knowledge within a corporate group. Anchored to well-
established theories, such as innovation diffusion and plant network theory, prior lean transfer studies often
take a cascading top-down perspective. In contrast, this study aims to explore lean practice diffusion through a
bottom-up perspective. It explores the process of deploying new local lean practices to the corporate network.
The empirical findings are based on a single case study at the pharmaceutical company AstraZeneca. The
findings indicate that the bottom-up deployment process can be explained by four phases, Piloting', Branding',
Codifying Knowledge' and Making a Product' that varies in degree of practice adaptation. The lean practice
incorporation to a global lean framework is discussed around three conceptual deployment approaches called,
template', standard' and product' deployment. The empirical insight contributes to the body of global lean
literature by providing a more dynamic view of global lean frameworks, of which development depends on the
underlying processes such as bottom-up practice incorporation. It also provides practitioners in global lean
settings with valuable insight and a possibility to review internal global-local deployment processes within a
corporate group to increase intra-organizational learning. © 2020 The authors and IOS Press.

Driving force analysis of participants bringing on the process of management innovation can help managers to
make decisions in lean management implementation. Traditional researches have verified the importance of
participation in management innovation and lean management, but have not further analyzed the driving force
of participants. Therefore, this paper presents a general framework for driving force analysis, combining the
terms mining technique (TMT) and fuzzy proximity (FP), named TMT-FP, and applies it to analyze the driving
force of participants on the management innovation process in the case enterprise. In the first phase of the
methodology, the terms mining technique (TMT) is used to analyze the results of interview cases from
enterprises, and to discern participant's character patterns in the management innovation process. The second
phase of the methodology, Fuzzy proximity (FP) is used to build assessment methods of the driving force for
participants in lean management implementation. Finally, this paper analyzes a case from the interviewed
enterprises using the terms mining technique and fuzzy proximity (TMT-FP) analysis system. The results indicate
that senior leaders and third-party lean experts have the greatest driving effect on management innovation
comparing with basic production personnel in the case enterprise. At the same time, the results show that a
TMT-FP analysis system can effectively analyze the driving force of participants and help decision makers to
design a scientific promotion mechanism in lean management. In summary, this paper proposes a new driving
force analysis system for lean management participants, the results of driving force evaluation obtained by this
system can help the case enterprise to improve its management innovation level. © 2020
In the conditions of constantly growing technological and digital efficiency gap between domestic and foreign
manufacturers, the problem of stimulating the sustainable development of the domestic industrial industry is
becoming more and more urgent. A well-structured management structure based on a lean development
strategy has a significant impact on improving the innovation level of industrial enterprises, since this process
provides incentives for continuous improvement of enterprises' activities and increasing their efficiency, which
can be implemented through the introduction of lean production systems. The main factors influencing the
efficiency of production processes and development when developing a strategy for implementing a lean
management structure for a petrochemical enterprise are identified. When designing a lean governance
structures in petrochemical plants, the factor "personnel innovative potential"is of paramount importance,
because it takes into account the efficiency of the human component as the main control object and the source
of modernizing the industry and, in addition, includes an innovative aspect that also requires consideration in
the development of lean organizational structures, such as departments and divisions on innovation
departments R & d departments, technological development, etc. within the enterprise or supply chain of
petrochemical products, their competence and authority. © Published under licence by IOP Publishing Ltd.

Higher education institutions are among the most influential elements of implementing concepts of
sustainability and sustainable development. Manufacturing industries of all sorts are key stakeholders, which
rely on universities to satisfy the demand for competent workforce. Society also expects universities to educate
our youth and contribute to their self-development by achieving both, scientific and intellectual knowledge
saturation. Among all these missions, today, universities are trying to develop sustainability curriculums to
further increase sustainability awareness and to provide undergraduate students with a toolkit that would
provide them with a competitive advantage in the job market. Developing such a curriculum would only be
possible with a transdisciplinary approach. Therefore, the objective of this study was to contribute to strategic
alignment of higher education institutions and corporate organizations by developing a course curriculum that
integrates modern management techniques and sustainability concepts with wood products industry dynamics,
which also focuses on project based learning (PBL). Theories of sustainability, lean management, supply chain
management, six-sigma, and life cycle analysis were reinforced with hands-on activities of value-added wood
product manufacturing line during a 16-weeks course. Students’ pre- and post-education awareness of and
familiarity with sustainability, potential consequences of ignored sustainability issues, modern management
techniques, global trends, innovation waves, and industry evolution were compared through a seventeen-
question survey. Results showed that proposed course content was successful at increasing sustainability
awareness at both overall and individual sustainability pillar levels. At the end, 100% of students were able to
develop complete understanding of various modern management techniques and stated that they feel
confident to apply learnt skills to real life issues within their profession upon graduation. The outcomes of the
study could serve as a guide for those looking to develop similar inter- or trans-disciplinary courses at higher
education institutions. © 2020 Elsevier Ltd
Academic literature and practitioners acknowledge that there is a need to improve efficiency and service quality
in the healthcare industry. In Spain, osteoporotic fractures represent a great cost in socio-economic and morbi-
mortality terms, hip fracture being the surgical pathology with the second highest consumption of resources.
The research questions that govern this study concern the use of Lean principles to identify waste, and an
evaluation of the application of an innovative approach in the hip fracture surgery process. A research design
based on a case study and action research was developed. Findings relate to (i) the identification of the main
types of waste or muda (being the most frequent delay, transportation, over-processing and defects); (ii) the
analysis of existing processes based on a Lean approach (identifying opportunities for improvement as a
reduction of the number of steps and participants, improving communication, automation, standardization,
etc.); and (iii) the application of an innovative process based on the Lean approach and action research in the
healthcare industry. This research provides insights for academia, practitioners, management, and society:
waste identification and process redesign helps to continue the improvement of operations, increase efficiency,
reduce costs, and enhance services, providing benefits to patients, families, hospital employees, and the
healthcare system. © 2020 by the authors. Licensee MDPI, Basel, Switzerland.

Introduction: Laboratory turnaround time (LTAT) is considered a reliable indicator of the quality and efficiency of
a laboratory's service. LTAT achievement, particularly of urgent tests, remains unsatisfactory and challenging in
many clinical laboratories especially in tertiary health care centres with high workload and restricted resources.
The unresolved issue of unsatisfactory urgent renal profile (RP) LTAT below the standard performance goal
prompted our interest to improve laboratory's handling of urgent test request. We thus implemented the Lean
principle in the management of urgent test requests using urgent RP as the test model. Methods: The
implementation of laboratory Lean involved 4 steps process; (1) Development of burning platform for change (2)
Identification of waste (3) Planning and implementation of control measures (4) Measuring, monitoring, and
sustaining the improvement. Urgent RP LTAT and the percentage of the request met the time requirement
determined based on the data extracted from laboratory information system (LIS) before and after the
implementation of Lean was compared to assess the effectiveness. Results: Urgent RP LTAT after the
implementation of Lean was reduced i.e 35 min (before) vs 31 min (after), with the percentage of LTAT met the
time requirement was significantly increased above the set target i.e 82.8% (before) to 93.5% (after) with P-
value = 0.001. Conclusion: Implementation of innovation using Lean management has significantly improved
urgent RP LTAT achievement, thus optimised urgent test management in our Chemical Pathology laboratory.
Lean is a strongly recommended strategy to improve urgent test LTAT especially in laboratories with restricted
resources. © 2020 UPM Press. All rights reserved.
Abstartct:Lean Management Practices (LMP) measures the effort to deliver high-quality products by eliminating
all sorts of production waste. Few studies have investigated the adoption of lean management in small business.
Zalacca/ snake fruits and cassava are among the featured product of Banjarnegara district. The agricultural
products can easily be found in most Banjarnegera landscape. The purpose of the study are four folds: first, to
find out SMEs motives of indulging in agribusiness. Second, to uncover the perceived benefits and hindrances
associated with lean management adoption. Third, to identify the type of quality cost incurred by zalacca
farmers and SMEs. Fourth to find out the most feasible forms of lean practices by farmers and SMEs considering
the resources constraint. Authors used mixed methods, to collect information from sample, which consist of
farmers, and small businesses producing Snake fruits derivatives. Researchers used extensive questionnaires
and in-depth interview in data collection. The result indicates among the motives involved in agribusinesses are
farming is the main profession, to preserve the zalacca tress as the main fruits of Banjarnegara. Farmers and
SMEs obtained benefits when implementing lean management practices in the form of low production costs,
minimum waste, low lead-time. There were 15 types of problems encountered by farmers and SMEs while
implementing lean management which categorized into four types of quality costs. The most feasible lean
management practices for SMEs producing zalacca and cassava derivatives were supply chain, just in time, small
lot size, employee involvement, training teamwork and 5S. © IJSTR 2020.

The world is changing, modifications, innovations and improvements are constantly progressing. The approach
to organisation management is also changing. Nowadays, classic business and organization management
methodologies are being abandoned and more and more often modern concepts are being implemented. The
implementation of such a new system in a production company is not an easy task. Very often there is
resistance and misunderstanding on the part of production workers, but also of workers at higher levels.
Sponsored by currently one of the most popular methodologies implemented in manufacturing companies and
gaining popularity in non-production environments is Lean Management. It is a concept that has developed on
the basis of TPS (Toyota Production System) principles and tools. However, introducing changes in the
functioning and approach of employees is extremely complicated, it requires understanding of the philosophy of
this methodology, getting to know the basic principles and developing the habit of self-discipline and self-
improvement. These aspects are all the more difficult to achieve, the longer the life of the unit and (statistically)
the older the staff. Student Scientific Circle Management functioning at the Faculty of Mining and
Geoengineering AGH University of Science and Technology in Kraków (Poland), recognizing the need to educate
and understand the basics of Lean Management methodology, with the support of its Alma Mater decided to
build a tool allowing for effective learning of elementary LM methods. The project „AGH LeanLine”; consists in
building a comprehensive Lean Manufacturing system based on RFID and Andon technology, as well as Lego
Mindstorms, which is another development element in the Quality and Production Engineering Laboratory (Lean
Lab) of the Faculty of Mining and Geoengineering of AGH University of Science and Technology. This article
describes the conditions and diagram of the process of building the AGH LeanLine project and a description of
individual methods used in the simulation game of production of a specific finished product (including Value
Stream Mapping, 5S, PokaYoke). © 2020 Taylor & Francis Group, London.
Startups are the entities developed by innovative minds aiming to change the world and disrupt the industry.
However, those minds are often trapped in what they want to do and on what they have to do. Planning a
business based on disruptive visions can contradict the logic that all business must be fast profitable and
sustainable. One way to resolve this challenge is by democratizing the business planning process for the
knowledge elicitation and commitment confirmation. This paper provides to start-ups, young entrepreneurs and
ambitious innovators a practical methodological framework for democratic and agile business plan
development, supported with templates and metrics for collective thinking and lean management. Under the
applied philosophy for management and leadership concepts and driven by the Delphic maxis of miden-aga,
metron-ariston and know-thyself, the framework balances first the nurturing of brilliant minds and then the
management and leadership of their brilliant ideas, insights and innovations. © Springer Nature Switzerland AG
2020.

This paper investigates the role of medical professionals in the success and longevity of the implementation of
workplace innovation and organizational change in the Accident and Emergency (A&E) Departments of two
large public hospitals, in Australia and Canada, during the introduction of process improvement using Lean
Management (LM) methodologies. We ask why and how doctors resist, influence or enable LM initiatives in
healthcare. Using a qualitative methodology, we contribute to institutional work theory by unpacking the
complex forms of boundary and practice work undertaken by key actors who effectively use their professional
status and power to enable practice changes to be embedded. Our findings lend support to the importance of
the involvement and ownership of senior doctors in the design, introduction and implementation of successful
workplace innovation and organizational change. Senior doctors use their professional expertise, positional and
political power at the industry, organization and workplace levels to influence strategically the use of resources
designated for workplace innovation to improve efficiencies, quality of patient care and maintain their
dominance. The significant organizational change achieved reflected the ownership and leadership of the
workplace innovation by senior doctors in ‘hybrid roles’ who captured the rhetoric and minimized
adversarialism among key stakeholders. © 2018 The Authors. British Journal of Management published by John
Wiley & Sons Ltd on behalf of British Academy of Management

Many public hospitals have adopted Lean management methodology, but little is known about the extent of
Lean adoption or the relationship between Lean adoption and hospital performance. Using data from the 2017
National Survey of Lean/Transformational Performance Improvement in Hospitals, linked with data from the
American Hospital Association 2015 Annual Hospital Survey and 2015 Centers for Medicare & Medicaid Services
data on hospital performance, we compare public hospitals with nonprofit and for-profit hospitals on the rate of
Lean adoption and the extent of Lean implementation. We also assess the associations between Lean adoption
by the end of 2014 and measures of public hospital financial performance, patient outcomes, and patient
satisfaction measured in 2015.Among the 288 public hospitals that responded to the survey, 54.2% reported
that they had adopted Lean. The average length of time of Lean implementation was 4.58 years. The mean
number of units in which Lean was implemented was 11.9 out of 29 possible hospital units, with the emergency
department (ED) being the unit in which Lean was most frequently implemented. The most common Lean
practices used were daily huddles, plan-do-study-act cycles, visual management, and use of standard work. Lean
adoption by 2014 was significantly associated in the direction predicted with earnings before interest, taxes,
depreciation, and amortization margin (b =.042, p <.020) and percentage of patients leaving the ED without
being seen (b = -0.610, p <.068). No significant associations were found between Lean adoption and patient
outcomes or patient satisfaction. © 2019 Foundation of the American College of Healthcare Executives. All
rights reserved.
Given the high impact of emergency department (ED) on the quality of care delivered by an hospital, and the
many challenges it is facing (eg, overcrowding, excessive waiting time, cost containment, and increasing demand
from patients), innovative managerial approaches should be adopted in order to develop safer and more
efficient healthcare in this setting. The current study focuses on an application of lean thinking to reduce
radiology turnaround times for ED, with the final aim to highlight the key factors enabling the adoption of lean
thinking in this context. A research framework has been developed in the literature to analyse lean projects in
healthcare and it has been adapted to study the case selected in an Italian hospital. In particular, organizational
aspects, phases, and activities of the applied methodology, tools and procedures, and the achieved outcomes
have been analysed. The study reports how radiology turnaround times for ED can be significantly reduced
applying lean management principles and techniques. The achieved results contribute not only to comply with
the regulation, but also to enhance the quality of care delivered to the patient; moreover, staff communication,
involvement, and process awareness are favoured by the realization of similar projects promoting the diffusion
of a lean culture. © 2019 John Wiley & Sons, Ltd.

The concept of lean management has been described in Japanese car manufacturer Toyota. Health lean
management aims optimizing organisation to achieve patients’ needs despite restrictive economical conditions.
The lean management is based on pragmatism, simplicity, transparency and each other respect. After a first
evaluation, and innovation phase is followed by implantation of new solutions and by the control of their
impact. However this last point remains controversial. © 2019 Elsevier Masson SAS

The primary objective of this study was to validate the sustainability benchmarking tool (SBT) framework
proposed by the authors in a previous study. The SBT framework is focused on benchmarking triple bottom line
(TBL) sustainability through exhaustive use of lean, six-sigma, and life cycle assessment (LCA). During the
validation, sustainability performance of a value-added wood products' production line was assessed and
improved through deployment of the SBT framework. Strengths and weaknesses of the system were identified
within the scope of the bronze frontier maturity level of the framework and tackled through a six-step analytical
and quantitative reasoning methodology. The secondary objective of the study was to document how value-
added wood products industries can take advantage of natural properties of wood to become frontiers of
sustainability innovation. In the end, true sustainability performance of the target facility was improved by 2.37
base points, while economic and environmental performance was increased from being a system weakness to
achieving an acceptable index score benchmark of 8.41 and system strength level of 9.31, respectively. The
social sustainability score increased by 2.02 base points as a function of a better gender bias ratio. The financial
performance of the system improved from a 33% loss to 46.23% profit in the post-improvement state.
Reductions in CO2 emissions (55.16%), energy consumption (50.31%), solid waste generation (72.03%), non-
value-added-time (89.30%), and cost performance (64.77%) were other significant achievements of the study. In
the end, the SBT framework was successfully validated at the facility level, and the target facility evolved into a
leaner, cleaner, and more responsible version of itself. This study empirically documents how synergies between
lean, sustainability, six-sigma and life cycle assessment concepts outweigh their divergences and demonstrates
the viability of the SBT framework. © 2019 by the authors.
This study analyzes the determinant factors of eco-innovation, considering business units with different levels of
technological intensity (high technology versus low technology). It aims, in the first instance, to complement the
approach on the determinants of eco-innovation in the existent literature by incorporating the novelty related
to the analysis of the effects arising from the adoption of the lean management principles. Specifically, it aims to
analyze the effects of the previously referred to determinant factors both on the economic performance and on
the innovative performance of Portuguese industrial and service companies with different levels of
technological intensity (high-tech versus low-tech). The conceptual model presented is of an innovative nature,
since it includes four groups of determinant factors present in the literature, namely technology, market, public
policies, and cooperation relationships, and adds a fifth group of determinant factors still to be explored
empirically concerning the adoption of lean management principles. In the empirical approach, five research
hypotheses arising from the literature review are tested, using secondary data collected from the Community
Innovation Survey (CIS)-CIS 2010 for a total sample of 334 companies, made up of 95 high-tech companies and
239 low-tech companies. The conceptual model is tested using a logistic regression method, which indicated a
suitable accuracy and reliability for the purposes of empirical tests. The empirical evidence confirms that most
of the groups of determinants previously identified in the literature have a significant influence on eco-
innovation. In addition, the empirical evidence obtained here indicates a positive and significant effect of lean
management principles on eco-innovation. © 2019 by the authors.

It is critical in a multi-sectoral company to unify the understanding of lean management, and it is conducive to
solidly promoting the improvement and innovation of the company’s overall management. The parameter of
the lean rate can reflect the lean situation of the enterprise and the company’s departments in a more intuitive
method. At the same time, this parameter allows all departments of the company to measure their own
management which is based on this, and implement a reasonable lean management. © Fuji Technology Press
2019. All rights reserved.

In taking a goal pursuit perspective into account, the present study examined associations between the context,
process and outcome evaluation of an organizational health intervention (OHI) implemented within 29 teams in
a hospital setting. In doing so, team climate for innovation as a context factor was measured at baseline (N =
529). Four to six weeks after baseline, N = 250 team representatives participated in a 4-day workshop. During
the workshop employees formulated collective goals as action plans to be implemented in the nursing wards.
Goal pursuit as a process factor was differentiated into (a) a motivational "goal setting" and (b) a volitional "goal
striving" phase. The scale of outcome expectancy (measured after the fourth day of the workshop) was used as
an indicator for the goal setting phase. For the operationalization of the goal striving phase, action plans were
coded with regard to the proportion of formulated implementation intentions ("if-then plans"). After 6 months,
the outcome of the intervention was measured on a retrospective impact scale (N = 385). The results of the
multiple regression analysis and of the multilevel analysis show that both team climate and goal pursuit
(outcome expectancy and the proportion of if-then plans) were positively related to the perceived impact of the
intervention. Furthermore, the results show that the relationship between team climate and the impact of the
intervention was mediated by outcome expectancy. The results highlight the contribution of goal theory within
context-process-outcome research that leads to a better understanding of when and why OHIs are effective. ©
2019 Lehmann, Brauchli and Bauer.
Manufacturing processes are usually imbedded in cross-company value and supply chains. Most manufacturing
companies are currently encountering the obligation to react on their rapidly changing network environments.
For companies, which are willing to remain competitive and to keep their position in the global business
environment, continuous improvement and innovation of production system processes has become a necessity.
Lean manufacturing and lean thinking represent meanwhile traditional frameworks for improving the
performance for production systems in various industries. But not all production companies succeed with their
implementation efforts towards lean manufacturing and performance improvements due to failures in
organisational topics, especially at the interfaces within supply chains. Lean start-up theory and its
methodologies represent success factors for organisational development paving the way to intrapreneurial and
innovation concepts in a lean management influenced by lean thinking. Modern manufacturing concepts which
are embracing networked enterprises are emphasising approaches for production in networks. The article
investigates the innovation shortcoming in the lean manufacturing framework; organisational development in
the context of intrapreneurship in a case study of a modular manufacturing company which is based on a smart
and lean production concept. The research is empirically validated by using data samples from a business
reengineering project in an internationally operating high-tech manufacturing enterprise from Estonia. The
empiric analysis is based on semi-structured expert interview data and secondary data revealing the synergies
between lean practice bundles and networked production enterprises in the context of intrapreneurship. © The
Author(s) 2019.

Due to the rapid progress of digital technology in recent years, the possibility of dramatically increasing the
transparency of the value chain is expanding. This means that while we can see what we really want to see, we
can see what we do not need to see. Because people are getting a lot of information from the sight, in such
circumstances, the success or failure of visual management using visual sense will have a greater influence on
management activities. What do we want to see next? This paper aims at discussing some cases of visual
management and discussing this question. © 2019 The Authors. Published by Elsevier Ltd.

Organisations are faced with a service environment that is rapidly evolving, increasingly complex and even more
taxing on already limited resources. The situation has become highly dynamic and problematic. On top of this,
continuity practitioners regularly work alongside complementary disciplines, such as enterprise risk and
emergency management, but too often seek uncoordinated outcomes. This paper argues that the uncertainty
and complexity of the current environment offers ample space to explore innovations in professional practice.
Indeed, embracing this uncertainty could well contribute to professional improvement. The paper also argues
that interdisciplinary collaboration can help redefine and articulate the identity of business continuity and its
intended outcomes. Situated as preparedness work within one pillar of emergency management, and as
operational risk in the field of enterprise risk management, business continuity is uniquely positioned to take on
this challenge. As applied within organisations, the scope of continuity work is concurrently broad and narrow,
holistic and segmented. Moreover, it influences (and is influenced by) the work of emergency managers, risk
managers, supply chain specialists - even lean management practitioners. In short, there is much
interdisciplinary space in which continuity professionals should examine opportunities for collaboration.
An increasing number of manufacturing and service firms considers lean management as a strategy to improve
organisational performance. However, lean management adoption is prone to high failure rate. This study
develops a conceptual framework examining the adoption of lean management practices, which builds on the
review and systematisation of 66 scientific articles on the topic. The definition of the theoretical categories is
guided by an analysis of the antecedents of management innovation, of which lean management is a part. The
drivers of lean management adoption resemble those of management innovation and refer to five areas:
organisation, management, individuals, environment and the attributes of the innovation itself. This study finds
that the scholarship has not considered the attributes of innovation as a driver of lean management adoption.
The analysis of lean management from this perspective represents an opportunity for future research. Finally,
this study offers practitioners a reference model to assess the preconditions of the adoption of a lean
transformation. Copyright © 2019 Inderscience Enterprises Ltd.

Recent contributions in management and organizational literature call for research to investigate how
companies can simultaneously pursue initiatives of improvement and innovation. Questions also remain about
the extent to which a commitment to continuous improvement hinders innovation. Blending organizational
literature with lean management literature on Just in Time, we propose a model that shows how improvement
and innovation can co-exist within the same manufacturing plant. We test our hypotheses on an international
database using structural equation modelling. Findings show that improvement and innovation coexist within
those plants that nurture a supportive organizational context and implement JIT at the same time. While a
supportive organizational context is necessary for the coexistence of innovation and improvement, JIT acts as a
catalyst that provides resources to innovation activities and incentivizes the firm to replace ill-designed products
and processes. Our study offers original contributions that lie at the intersection of operations management and
organizational literatures. © 2018 Elsevier Inc.

This paper seeks to theorize the mechanism by which socially responsible innovation can provide high quality
care for patients within the U.S. health care system. By analyzing three exemplary case studies of health care
innovation using content analysis, we reveal the mechanism for socially responsible innovation and also suggest
places for future implementation. Socially responsible innovation has already taken place in India through
design problem solving (at Aravind Eye Care System), and in the United States through both the Chronic Care
Model (across hundreds of hospitals), and Lean Management™ principles (at ThedaCare in Wisconsin). Unlike
previous theories of organizational learning such as incrementalism and design problem solving, socially
responsible innovation puts the patient at the center of systemic health care solutions. Also unlike previous
definitions of socially responsible innovation, our conceptualization provides a mechanism for practical
application. When analyzing the three exemplary cases of socially responsible innovation, we drew out elements
of previous mechanisms of organizational learning (e.g., psychological safety, trial and error, and positive
applied theory, etc.) to create a novel reflective mechanism: cycles of actualization. This new reflective
mechanism promotes continuous development and implementation of ideal models of practice. Finally, this
paper suggests that medical waste management could benefit from socially responsible innovation. If the U.S.
health care system adopted socially responsible innovation, facilities could think more holistically about their
duties, enacting patient-centered change, and creating a culture of medicine that promotes learning, reflection,
and action. © 2017 Elsevier Ltd
This paper provides a case study describing an approach to improving the efficiency of an information system
(IS) by supporting processes outside the IS, using the ontology-driven knowledge management systems (KMS) as
a mini-application in the area of so-called lean enterprise. Lean enterprise is focused on creating a maximal
value for final customers while eliminating all kinds of waste and unnecessary costs, which significantly helps to
increase the level of its competitiveness. It is about managerial decision-making, which can be in some cases
contradictory (solving a local problem can cause a problem in another place). In this paper, we describe the KMS
ATOM, which supports the innovation process in a lean enterprise. We show how the risk of wrong decisions
due to contradictory effects can be eliminated by implementing a safety-critical system into the traditional IS.
Our model is supported by Event-B modelling, a refinement-based formal modelling method, which is
successfully used in important areas such as infrastructure, medicine, nuclear engineering and transportation
(fire alarm systems, robotic surgery machines, braking systems in transportation, etc.). Nowadays, Event-B
modelling is starting to be used for various management decision-making activities, and it is becoming a
powerful competitiveness tool. This paper introduces a simple example of how Event-B modelling and its proof
obligations can help improve and automate the decision-making process by eliminating potential threats of
inefficient decisions. © 2017 Journal of Competitiveness. All rights reserved.

Background: Lean practices are critical to eliminate waste and enhance the quality of healthcare services
through different improvement approaches of total quality management (TQM). In particular, the soft side of
TQM is used to develop the innovation skills of employees that are essential for the continuous improvement
strategies of hospitals. Aim: The main objective was to study the relationship between lean practices, soft TQM
and innovation skills in Lebanese hospitals. Methods: A quantitative methodology was applied by surveying 352
employees from private and public hospitals in Lebanon. The primary collected data were valid and reliable
when analysed by SPSS and AMOS software as a part of structural equation modelling. Results: Lean practices
significantly influenced the innovation skills; however, soft TQM did not mediate this relationship because it was
not well implemented, especially at the level of people-based management and continuous improvement.
Conclusion: This study has implications for healthcare practitioners to make greater efforts to implement lean
practices and soft TQM. Future studies are suggested to highlight different challenges facing quality
improvement in the Region. © 2018, World Health Organization. All rights reserved.

The innovativeness and creativity of companies are of particular significance in terms of shaping competitive
position. Both of these phenomena should co-exist and interact with each other. The aim of the paper is the
preliminary identification of the determinants of innovation and creativity in enterprises and their bilateral
coordination in the Lean Management environment. In order to accomplish the aims of the research, a study of
the subject literature (on the theoretical level) was used, as well as the results of empirical research conducted
on the basis of a case study within two companies. Thanks to the literature review, the assumption about the
need to integrate and coordinate activities in the area of creativity and innovation was made. Case studies have
shown that, in practice, unnecessary artificial divisions of these areas of the company’s operations are created.
In both the theoretical and empirical layers, the necessity of continuing research into the given problem was
confirmed. © 2018, WSB University. All rights reserved.
Our research explore entrepreneurs' willingness and readiness to utilize advancements in additive
manufacturing/prototyping technologies (AT) in combination with managerial advancements in crowdsourcing
practices for the purpose to extend application of agile management practices in their business processes.
Growing number of online market places like Amazon Mechanical Turk, CloudFactory, Odesk, InnoCentive,
Treadless, etc. allow entrepreneurs to apply crowdsourcing management practices for more and more type of
tasks leading to a more like market type of a firm that contract services and production by on-line calls to
crowd-labor communities. This strategy of business processes arrangement gives entrepreneurs more flexibility
and improves implementation of agile and lean startup management approaches. At the same time
development of technologies for additive manufacturing/prototyping makes agile project management
methodologies more relevant for "hard" engineering projects and manufacturing beyond just design
input/requirements and development planning. Both crowdsourcing managerial technologies and additive
technologies are developing steadily from small scale (laboratory) emerging ones to those that already effect
and will radically affect business practices in multiple industries. Combination of rapid developments in these
fields, uncertainties related sometimes even to hypes boosted by media around these technologies, lack of
application statistics, and promises of these technologies to improve agile and lean management practices
create an interesting mix for researchers in entrepreneurial management. In the research through interviews
and questionnaires we explore how currently entrepreneurs and business men/women perceive utilization of
these managerial and technical innovations for their business development strategies, how discrepancies in
perception of these technologies and these technologies capabilities generate entrepreneurial opportunities.
The research results are done for Eurasian Customs Union region so far. They show steadily growing
communities that possess additive technology equipment and master its utilization. This is regarded as strong
basis for development of online market places (IT platforms for crowdsourcing of additive technology
product/services). At the same time research results show barriers for these technologies application in business
practices. The findings are of interest for practitioners. © 2018 Proceedings of the European Conference on
Innovation and Entrepreneurship, ECIE. All rights reserved.

The LEAD Factory operated by the Institute of Innovation and Industrial Management (IIM) at Graz University of
Technology focuses on four core topics: Lean management, Energy efficiency, Agile operations and Digitization
(LEAD). In this paper the setting and the different aspects of the recently implemented concept are explained.
Emphasis is put on agility and its potential to prepare for an uncertain future. Caused by today's constant state
of change, organizations that recognize and react quickly and intelligently to market swings increase their
competiveness. Not only for this reason people are still the key enabler to cope with volatility in operations. The
aim of this research is to enhance trainings for industry as well as academic education for agile operations in a
learning factory setting. The concept of agile operations, exemplary levers and tools for implementing agility are
explained. Based on recent literature and practical insights key learning objectives for agile operations are
derived. These learning objectives are transferred to design features and requirements for trainings in learning
factories. Further, the synergy of the LEAD Factory concept is shown by highlighting similarities and positive
integration effects of lean, energy efficiency, agile operations and digitization. © 2018 The Author(s).
The hospital can be likened to an industrial enterprise with a high level of security expected. Indeed, the patient
has particularities: it is a living being brought to the hospital in an uncontrolled manner and difficult to regulate
or anticipate accurately. In addition, the constraint in the public hospital is financial: It is to treat a maximum of
patients, the best possible, with limited financial resources. Despite this constraint, patient demands are high in
terms of quality of treatment and medical innovations. Hence the interest of using the methods used in the
industrial management of high security environments namely Lean management to adequately meet the
constraints of economic and societal efficiency, flexibility and security imposed by the hospital stakeholders. In
this article, we will try to define the concept of Lean six sigma in care institutions, then we will describe the
methodology adopted that of the DMAIC method and in the end to implement the first 3 steps of this method.
in a public hospital. © 2018 Journal of Applied Engineering Science. All Rights Reserved.

Research purposes: The construction industry faces a complex and changeable internal and external
environment, which requires continuous innovation in construction management theory, management methods
and management means. Based on the adaptive core idea of CAS theory and synthesizing those research
findings in recent years, the paper proposed the lean construction theory model, which trying to provide
theoretical and intellectual support for improving the production efficiency and construction quality. Research
conclusions: (1) Following the project's life cycle, the lean management technique should be adopted in all
stages of the construction management. (2) Adhering to the sustainable development conception, lean
construction has minimized the negative effects of construction projects on economy, society and environment.
(3) Drawing the open systems and the feedback thoughts of the system science, through system transformation,
feedback and improvement of the environmental information and production factors to realize the seven "zero"
ultimate goals. (4) Reconstructing the adaptable and complex lean construction system, which can guide the
implementation of lean management from the strategic perspective. (5) The research achievements have
theoretical and practical significance for improving construction enterprises' project management efficiency. ©
2017, Editorial Department of Journal of Railway Engineering Society. All right reserved.

Through their combination of lifestyle and method, Silicon Valley models for tech production such as design
thinking, startup incubators, lean management, etc. are spreading across the globe. These paradigms are
positioned by product designers, politicians, investors and corporations alike as replicable routes to individual
and national empowerment. They are portrayed as universal templates, portable across national borders and
applicable to local needs. We draw from our ethnographic engagements with tech entrepreneurial efforts in
Ghana, China, and Jamaica to unpack the stakes involved in their uptake, showing that while local actors
produce situated alternatives, their work nevertheless often results in a continued valorization of these
seemingly universal methods. We argue that design methods shape not only use practices, but have
consequences for the life worlds of professional designers. This includes how they impact personal and national
identities, confer legitimacy in transnational innovation circles, and secure access to social and economic
resources. Ultimately, we call for an inclusion of these factors in ongoing conversations about design and design
methods. © 2017 ACM.
One of the main pillars of the Ariane 6 program to reach technical and economic performance is to change the
industrial model of heavy launcher in Europe. The program has engaged in a new way to develop launchers
adapting the "Lean" management, development and manufacturing approaches to the launcher business. An
important step in this process is the Maturity Gate 6.1 held in April 2017 that will authorize the start of
Qualification Models manufacturing. This paper introduces the industrialization concept presented at this
Maturity Gate. This review concentrates on the maturity of the joint convergence process for: • Launcher
specification, design qualification logic; • Industrialisation logic and supply chain management; • End-to-End
manufacturing, assembly, integration and tests processes and operations; • Standard Operations Procedures
and critical processes. The paper also details the status of Ariane 6 industrialization in terms of facilities,
manufacturing of qualification models and first flight models, as well as tests and verifications performed. It
finally introduces the next milestones for the industrialization of Ariane 6 that will lead to a first flight in 2020
and a fulloperational capability in 2023. Copyright © 2017 by the International Astronautical Federation (IAF).
All rights reserved.

It is very important to analyse Lean management direction on Kaizen activity named Junshi. Currently, there are
many contradictions in understanding how Lean develops their shop floor staff to support daily Kaizen,
especially when most staffs themselves have different layers of understanding of Lean Management System
(LMS) and skills essential in applying LMS. This paper aims to clarify the Kaizen activity named Junshi as a
continuous improvement activity will analyse the technical and management aspects of lean small group activity
by adopting the eight steps of Business Practices problem-solving. Through this research, it was made clear that
most adoptions to imitate lean management fail because techniques are taken up in pieces with little
apprehension of why or what organisational approach is needed to maintain kaizen or continuous
improvement. Junshi shall serve as an exemplar of an activity of organisational implementation success of lean
management. © 2017 Construction Research Institute of Malaysia. All rights reserved.

Frugal innovation gains momentum in literature and practice as the next important management approach
transferred from East to West after lean. The two paradigms have launched powerful ideas challenging the
traditional Western approaches, with frugal innovation being the most recent. This paper focuses on the
application of lean management and frugal innovation in the field of engineering. The principles employed
during the design stages are responsible for a high percentage of logistics costs and consequently influence
significantly logistics processes. Therefore, we highlight similarities and differences of the two approaches, and
show how to combine the underlying principles in order to develop more efficient products with efficient
production processes especially for cost-sensitive consumers in both developing and developed countries. The
implications of lean and frugal engineering for procurement, production, distribution and disposal logistics are
relevant not only for sustainability managers, product or logistics managers concerned with sustainability
aspects but also for executives aiming to expand their operations in developing countries. © Springer
International Publishing Switzerland 2017.
This paper approaches aspects related to the need for innovating agricultural processes by implementing the
Lean Management method as a basic condition for a sustainable development. The agricultural field faces the
challenge of exerting a strong pressure on the organizations to find viable solutions leading to increased
competitiveness by creating new value for the customer. The fundamental objective of the paper is to highlight
the implementation of Lean principles at farm level producing milk and throughout the supply chain, as an
opportunity to improve performance by eliminating waste and activities that do not add value for the customer.
Based on recent studies in the literature and comparative analysis on Lean approaches at the level of the dairy
farms, an analysis of a series of activities related to the operational management, shipping and handling,
demand management and the possibility of developing the understanding of value from the customer's
perspective, is attempted. The results of the study are reflected in the design of the main opportunities of
implementing the Lean approach, so that, at the level of the supply chain, continuous processes are secured,
and stock and variability are eliminated, encouraging reconfiguration of processes leading to a sustainable
development of organizations.

Purpose: Lean is considered as a major management approach for improving operational productivity and
organizational performance. It is a systemic philosophy that emphasizes on fulfilling customer needs, waste
minimization, and a commitment to a culture of continual improvement. In recent years, many higher education
institutions (HEIs) have leveraged on the use of technology to provide flexibility in learning and just-in-time
training for learners in the efforts to improve both the internal processes of course delivery and enhance the
provisions of education quality. In recognizing these trends in HEIs, the purpose of this paper is to identify the
key factors that facilitate the conversion of printed learning resources to e-learning resources in a HEI.
Design/methodology/approach: This study used a qualitative exploratory case study approach and examined a
unique case of a HEI that is undergoing the transformation process from printed learning resources to digital
sources to simplify the processes involved in educational service delivery and operational complexity. Data
sources include semi-structured interviews with key personnel directly involved in the project of converting
printed learning resources to digital sources, notes taken from informal discussions, and secondary data such as
minutes of meetings, learning resource archives, and relevant literature. A retrospective perspective was
adopted in the case analysis since the HEI has already completed 50 percent of the conversion phase when this
study was carried out. Findings: Abductive reasoning approach and well-established lean principles were used to
make sense of the digital transformation process of the HEI. Based on the retrospective case analysis, the
authors found evidence that characterizes lean management principles and identifies the critical factors (CFs)
that have facilitated the HEI to achieve the key milestones in the conversion journey. These include common
vision, top management support and leadership, timely information sharing, and relationship management with
key stakeholders in the transformation processes. Research limitations/implications: Since this research is an
exploratory case study, the results obtained cannot be generalized. Future research can be conducted to
provide an impact analysis of the potential risk factors of a system that employs only the use of e-study
materials. In addition, future studies can also assess the quality of the learning services that is supported by the
e-resources by gathering student feedback on their e-learning experience that is supported by the online digital
learning resources and learning management system. Practical implications: This study provides managerial
insights into the levers to engender the transformation from a traditional print learning resources model to
leaning with digital e-learning resources. The insights into the CFs aid education managers to introduce process
innovations and encourage behavioral changes that will benefit learners, instructors, and administers.
Originality/value: The study is one of the first to apply lean management principles in making sense of the
transformation processes involved in the use of digital innovation in higher education context. The findings
provide a holistic view of the process transformations. © 2017, © Emerald Publishing Limited.
Background Due to scarce resources in health care, staff deployment has to meet the demands. To optimise
skill-grade-mix, a Swiss University Hospital initiated a project based on principles of Lean Management. The
project team accompanied each participating nursing department and scientifically evaluated the results of the
project. Aim The aim of this qualitative sub-study was to identify critical success factors of this project. Method
In four focus groups, participants discussed their experience of the project. Recruitment was performed from
departments assessing the impact of the project retrospectively either positive or critical. In addition, the
degree of direct involvement in the project served as a distinguishing criterion. Results While the degree of
direct involvement in the project was not decisive, conflicting opinions and experiences appeared in the groups
with more positive or critical project evaluation. Transparency, context and attitude proved critical for the
project's success. Conclusions Project managers should ensure transparency of the project's progress and
matching of the project structure with local conditions in order to support participants in their critical or positive
attitude towards the project. © 2017 Hogrefe.

The participant’s character patterns are different in different progresses of enterprise management innovation
at various stages of advanced lean management. Term mining technique is used to analyze the text of the
results of interviews to detect participant’s character patterns in the enterprise management innovation process
(EMIP). Five levels of fuzzy language variables—very low, low, normal, high and very high, are used to
differentiate the participant’s character patterns in the EMIP at the stages of advanced lean management of
point, line, plane and cube. The main conclusions from this research are: (1) Participant’s character patterns in
the EMIP are developed from the four stages (point, line, panel, cube)of the advanced lean management,
providing the gist for more targeted designing of the promotion mechanism in the progress of advanced
enterprise lean management. (2) The application of text mining method can be extended to analyze
participant’s character patterns. (3) Get the participant’s character patterns can provide the basis for company
management. © 2016, Springer Science+Business Media New York.

The research within project Innovative Smart Enterprise (INSENT) was conducted in order to improve scientific
understanding of the current state of Croatian manufacturing industry by promoting empirical, enterprise-level
research on technological and non-technological processes and organizational innovation. The aim was to
understand how manufacturing enterprises in Croatia acquire new manufacturing technologies, ICT integration
within processes, new organizational concepts in production such as group work or relocation of production,
new products that emerge from process and organizational innovation such as production-related services, and
other demands related to Industry 4.0. In order to develop Croatian model of Innovative Smart Enterprise (HR-
ISE model), analysis of global and local enterprises, based on literature review and questionnaires, has been
made. A selection of six basic Lean tools is made, and foundations of generic configuration of HR-ISE model are
defined. In further research, interviews with CEOs of leading Croatian manufacturing enterprises should help
creating completely defined HR-ISE model. © 2016, Strojarski Facultet. All rights reserved.
Urban rail transit operations have changed from a single line to a multiline network. The network operations
have undergone quantitative and qualitative changes, and operations management is facing rapid internal and
external changes. Using the Guangzhou Metro network operation practices as a case study, this paper first
systematically analyzes the features of the operation scale, the proportion of urban mass transit, the surge in
public demand, the security of the operational service capacity, reforms to the operation governance structure,
the high-speed expansion of staff, and the development of knowledge and skills in urban mass transit networks.
The paper then proposes several responses to the challenges that such networks face; for example, this paper
proposes creating an innovative network operations management system, strengthening the management
foundation, creating plans to promote operation capacity, enhancing security risk management and equipment
quality management, developing a crisis public relations response, and applying information technology. In
addition, this paper systematically describes countermeasures for multiline network operations, such as
developing a management mechanism for network operations, actively cultivating staff skills, creating
innovative transport organization models to enhance operational capacity, establishing a production service
assessment system to continuously improve the level of transportation service, establishing a quantifiable safety
assessment system and equipment quality index model, strengthening quality controls for security and
equipment, extensively using information technology to ensure the health of the urban mass transit network
operation, and implementing sustainable development measures. © 2016, The Author(s).

This paper demonstrates that Lean management serves as a foundation to leverage innovation throughout the
healthcare projects. An organisation that successfully accommodates both Lean and innovation will gain higher
competitive advantage and reach long-term sustainability. Innovation in the healthcare sector in the United
Arab Emirates (UAE) is encouraged through responses to the challenges of patient needs and government
pressure on the organisations towards innovation and sustainability concerns. The objective of the paper is to
investigate critical success factors (CSFs) for effective diffusion of Lean innovation in healthcare projects in the
UAE. A conceptual model is developed to explain the CSFs for diffusion of Lean innovation in the healthcare
projects. A public hospital that implemented Lean innovation projects in the UAE was selected as a case study
and the data provided through the interviews were reviewed and analysed. It is concluded that the successful
implementation of Lean innovation had outstanding implications: It has markedly and sustainably decreased
patient access and waiting time, improved safety and patient satisfaction and supported the hospital culture of
empowering front-line caregivers. The championing role of leadership commitment and management support,
and employee involvement across all levels is required for successful implementation. © 2016, BMJ Publishing
Group. All rights reserved.

The patient-centered medical home model relies on team-based care for meaningful practice transformation.
This article adds to the literature on the importance of teams in primary care by exploring the barriers and
facilitators to establishing high functioning teams during a patient-centered medical home transformation
process. © 2015 Wolters Kluwer Health, Inc.
Before moving to Chapters 10, 11, and 12, which give practical steps that managers can take to transform their
accounting practices, Chapter 8 presents a thorough analysis of the obstacles traditional enterprises face at the
start of the lean journey from the standpoint of accounting system relevance. The discussion emphasizes how
strategic, measurement, and accounting practices influence each other, creating a self-reinforcing cycle.
Appropriate accounting practices inform and lead to successful lean decisions, and successful decisions lead to
favorable results measures that reinforce an evolving strategy based on lean management. As a management
accounting domain, cost and performance measurement is a positive force enabling lean. Since this self-
reinforcing cycle works both positively and negatively, inappropriate information inhibits continuous
improvement, and inappropriate measurement focuses encourage behaviors that subvert lean management.
This chapter identifies the five primary obstacles to lean transformation with an emphasis on the strengths and
shortcomings of some of the most recent accounting and performance measurement system innovations like
activity-based costing (ABC), grenzplankostenrechnung (GPK), resource consumption accounting (RCA), and the
balanced score-card for the lean enterprise. Chapter 8 concludes with some practical steps managers can take
to overcome the barriers to lean transformation. 2007 by John Wiley & Sons, Inc.

Background: Although Lean management techniques are increasingly used in health care to improve quality and
reduce costs, lessons about how to successfully implement this approach on the front lines of care delivery are
not well documented. In this study, we highlight key facilitators and barriers to implementing Lean among
frontline primary care providers. Methods: This case study took place at a large, ambulatory care delivery
system serving nearly 1 million patients. In-depth interviews were conducted with primary care physicians, staff,
and administrators to identify key factors impacting Lean redesigns in primary care. Results: Overall, staff
engagement and performance management, sensitivity to the professional values and culture of medicine, and
perceived adequacy of organizational resources were critical when introducing Lean changes. Specific drivers of
change included empowerment of staff at all levels, visual display of performance metrics, and a culture of
innovation and collaboration. Barriers included physician resistance to standardized work, difficulty transferring
management responsibilities to non-physician staff, and time and staffing required for participating in
improvement efforts. Conclusion: Although Lean offers a new approach to delivering care, the implementation
process itself is both complex and crucial to success. Understanding early facilitators and barriers can maximize
Lean's, potential to improve health care delivery. Copyright © 2015 Wolters Kluwer Health, Inc. All rights
reserved.

Nowadays the management of product innovation and development processes is crucial for the survival of firms
and it requires that advanced methodologies and tools should be adopted. Many companies are trying to apply
the waste elimination philosophy of Lean operations into the innovation and product development processes.
The application of Lean manufacturing concepts in innovation processes (Lean Innovation) is not so immediate
and presents several problematic aspects. One of the greatest difficulties is not to distinguish the critical
differences between the two fields of application. The aim of this work is to identify and discuss the techniques
and tools which constitute Lean Innovation practices. First, the Innovation Pyramid model is proposed in order
to define an integrated vision of innovation processes which is based upon three levels of activities: absorb,
explore and create. Second, an extensive review of the literature has been carried out aiming to recognize the
practices that characterize the "translation" of Lean principles in the innovation processes. Finally, the practices
that characterize Lean Innovation are analysed throughout the proposed Innovation Pyramid model. The results
of this study highlight that the Lean Innovation practices lie mainly at level 3 of the innovation pyramid (i.e. the
create level). This evidence suggests that in order to enhance the firm's innovation capability it is necessary to
integrate the Lean Innovation practices with other good practices coming from different research fields. ©
Springer International Publishing Switzerland 2016. All rights reserved.
Success with the Lean management system is rooted in a culture of stakeholder engagement and commitment.
Unfortunately, many leaders view Lean as an "add-on" tool instead of one that requires a new way of thinking
and approaching culture. This article addresses the "why, how, and what" to promote a Lean culture that works.
We present a five-phased approach grounded in evidence-based practices of real-time culture change. We
further help healthcare leaders understand the differences between traditional "sequenced" approaches to
culture change and "realtime" methods - and why these real-time practices are more sustainable and ultimately
more successful than traditional culture change methods. © Copyright 2015 by Greenbranch Publishing LLC.

A country without a solid sanitary system is a loss both for patients and for employees who work in medical
institutions. On the one hand, Romania is privileged to have well trained doctors as well as competent medical
staff, who are always willing to help a patient in need; on the other side, Romania has also a poor health care
system, that damages not only the clinics and hospitals, but also the desire of both patients and doctors to be
treated and work in Romania. During times, an innovative method, a philosophy, was able to help and change
industries in need, providing them with tools for perfecting their operating system, motivating the employees
and concentrating on customer's needs. That method will be represented by Lean system and will be able to
eliminate the waste starting with waste of time and medicines-the 2 most important priorities in the health
industry. Due to different approaches of this method, the waste from hospitals and clinics, started to decrease
step by step, achieving objectives like patients' and medical staff's satisfaction. Generally, the main target of the
project is to find the right way to eliminate in proportion of at least 70% the waste from health industry. This
action will be possible by accustoming the entire medical staff with Lean principles and main tools, so that they
could turn into a Lean thinking, in order to contribute each of them at the improvement of health care system.

Besides of production process, products portfolio or other management functions purchasing is a critical process
of each enterprise. This paper aims to explore how different management scientific disciplines are connected to
purchasing. The objective of this paper is to study the changing landscape of purchasing relationship with other
scientific disciplines. This paper aims to analyse present purchasing integration and understanding with the main
focus on case study of non-ferrous metals purchasing and their specifications in Czech Republic. The paper is
based on three typologies of qualitative research methodologies: paper review, mind map analysis and case
study. The paper systematic review an existing contributions of purchasing and synthetize these into a
conceptual framework of purchasing. The Mind map is used for detail analysing of purchasing. Finally case study
brings example from non-ferrous metals purchasing in manufacturing company from Czech Republic. This paper
shows that each enterprise has to coordinate and manage both all internal and external factors of purchasing.
Some enterprises believe that it is enough to implement principles of lean management or a new information
and communication system as a solution for critical items identification, but results show that each raw
material, sub-assembly or component requires additional fine-tuning or specific decision making process.

The use of knowledge in organizations in order to create and sustain innovation and competitive advantage are
arguably central factors for the active involvement in efforts for lean initiatives in healthcare. The aim of this
study was to verify, in the Brazilian context, the existing alignment between operations management and the
principles of lean management at hospitals. Therefore, this research is exploratory with a qualitative and
quantitative approach, sensitive to the addressed context, focusing on the perceptions of employees of two
Brazilian hospitals about lean management principles. Results show that Brazilian hospitals analyzed, has very
close management models, no significant differences, concluding that there is an alignment lean principles of
knowledge in the hospital management models.
The learning factory of the Chair of Production Systems (LPS) at the Ruhr-Universitát Bochum imparts
knowledge not only about process improvement (lean management) and the efficient use of resources but also
about professional competencies regarding management, workers' participation and organization of work. This
contribution will present the developed trainings for the interdisciplinary course MAO (Management, Arbeit und
Organisation; engl.: Management and Organization of Labor). The trainings and the course has been developed
in cooperation with the Faculty of Mechanical Engineering and the Faculty of Social Sciences as well as the
Office of Cooperation RUB/IGM, which grants a unique significance to this learning factory. The trainings focus
on the definition of working conditions, communication and cooperation of middle management and shopfloor
level, and workers' participation in a real-world manufacturing environment. © 2015 The Authors.

The widespread dissatisfaction with the results of projects with respect to cost, time and quality leads to the
question if an innovation of the standardized project management is necessary. Lean Project Management
could initiate new impulses for the aged project management and improve the chances of success essentially. ©
2015, G I T O Verlag. All Rights Reserved.

One continuous process chain without any interface, without any waste, and a maximum of efficiency is the
ideal state of lean management. That's the rational ergonomic target of lean management: to maximize
"customer value" while minimizing waste, or: creating more value for customers with fewer resources.Any
disturbance within processes and workflows causes waste and reduces efficiency. For that reason, shop floor
management as a management and leadership method and attitude supports achieving lean management
targets by a timely deviation management. Eliminating waste through eliminating disturbances along the entire
value streams helps to create processes that need less effort.Substantial KPIs to measure improvements of lean
management implementations in R&D areas in mechanical engineering, white goods, and automotive are:. •Due
date delivery rate or reliability: >95%•Project lead time reduction: -60%•Efficiency improvement: +40%•Project
throughput:+30%•Increase of innovation rate: >25%. © 2015 Elsevier Inc. All rights reserved.

Corporate efforts to improve the bottom line traditionally focus on shortcoming and issues. A comprehensive
set of analytical tools and methodologies (e.g., Lean Management, Six Sigma) have been developed and are
deployed in attempts to fix identified problems). However, little guidance is available on how to actually come
up with improved organisational and process designs. Organisations tend to rely on approaches such as
brainstorming that do not lead to consistent and reliable outcomes. It is proposed to benefit from conducting a
dedicated study on internal sources for business improvement. This so-called positive deviance approach utilises
internal best practices and converts successful, but hidden best practices into widely deployed, corporate
practices. The paper develops an approach to identify exceptional performers and map their behaviors and
activities which made them successful. The objective was to identify practical quick wins which can be
implemented through existing account auditing activities. © 2013 IEEE.

This article provides a theory-driven framework simultaneously linking Lean Management and Six Sigma
(LM&SS), enabling HRM and strategic climate to outcomes in health care. This framework contributes toward
our understanding of direct and indirect (moderating and mediating) effects related to LM&SS in the context of
health care. We argue that enabling HRM is crucial in creating mutual gains. The general underlying idea is that
LM&SS, combined with enabling HRM, foster employee well-being (happiness, health and trusting relationships)
and improve organizational performance. The challenge is to go beyond the simple application of LM&SS and to
develop a climate of continuous improvement. We suggest that in order to sustain continuous improvement, it
is important that health-care organizations aim for a strategic climate, which focuses the shared perceptions of
employees on quality, efficiency and innovation. © 2014, © 2014 Taylor & Francis.
Purpose: There has been considerable interest in the implementation of practices imported from manufacturing
into healthcare as a solution to rising healthcare spending and disappointing patient safety indicators. One
approach that has attracted particular interest is Lean management and the purpose of this paper is to engage
with this topic. Design/methodology/approach: Secondary research. Findings: Despite widespread enthusiasm
about the potential of Lean management processes, evidence about its contribution to higher organisational
performance remains inconsistent. Research limitations/implications: This paper engageswith themajor Lean
concepts of operations management and human resource management, including just-in-time, total quality
management, total productive maintenance and does not engage in-depth with concepts related to employee
empowerment, and training. Practical implications: This paper contributes to the organisational management
literature in healthcare by showing that although Lean management seems to have the potential to improve
organisational performance it is far from a panacea against under performing hospitals. Social implications: It
informs policy making by suggesting that a progressive managerial philosophy has a stronger impact on
healthcare performance than the adoption of practices from any particular managerial approach.
Originality/value: This paper provides a critical evaluation of the impact of Lean practices in informing
healthcare policy. The paper contributes to the organisational management literature in healthcare by showing
that even though Lean management in healthcare appears to have the potential to improve organisational
performance; there remain problems with its application. © Emerald Group Publishing Limited.

The work of a manager in a service organisation is not the same as the work of a manager in an organisation
that manufactures goods. Managing Public Services, Implementing Changes – A Thoughtful Approach 2e, is for
students and managers who intend to work in a service organisation whether it is owned publicly of privately.
This book concentrates on how managers can change things for the better and explains ‘why’ as well as ‘how’.
The second edition has been fully updated to address challenges facing public services with new material on
managing cuts, managing risk, managing innovation, producing funding applications, Lean Management and
process review. A new chapter on managing social enterprise and generating social capital has also been added.
This text is both solidly practical and theoretically challenging and is supported by strong pedagogical features
including: Case studies and illustrative vignettes from public service managers working in Europe, Asia, Australia
and the US; exercises and review questions. Students will develop learning skills that enable them to transfer
their learning from one situation to another and thinking skills that enable them adapt the way that they apply
their learning as circumstances change. This comprehensive text has been specifically designed and developed
to meet the needs of students studying public services management at undergraduate and postgraduate level.
It allows the reader to develop transferable skills in thinking and learning as they work through the book and
gives greater awareness of the benefits of continuous learning for staff and managers. © 2002 Tony L. Doherty
and Terry Horne and 2014 Tony L. Doherty, Terry Horne and Simon Wootton.

Lean management has proven to be a sustainable method to ensure a high level of patient care through
innovation and teamwork. It involves a set of six tools that allow for visual management shared among team
members. The team focuses their efforts on the improvement of organizational indicators in a standardized and
engaging way, resulting in the sustainability of improvements. This article outlines the program's rollout at
Montfort Hospital (l'Hôpital Montfort). In only a few months, two pilot units accomplished close to 50
improvements each. In addition, the organizational employee satisfaction questionnaire showed very positive
results. Copyright © 2014 Longwoods Publishing.

This article describes the analysis of the manufacturing enterprise (machine shop). We propose the methods
and tools of optimization in order to build a "lean" management system. The purpose of constructing this
management system is to eliminate losses, reducing costs, increasing productivity. We used SWOT-analysis
tools, VSM (value stream mapping) and discrete simulation (Plant Simulation). © (2014) Trans Tech Publications,
Switzerland.
Application of information technology is an effective way of improving production efficiency and realizing
intelligent management for the garment industry, and RFID-the electronic tag technology could achieve
information in all aspects of clothing production, quality inspection, warehousing, logistics, distribution, sales, so
as to achieve the garment industry chain to provide users with dynamic tracking and tracing, to provide real,
effective and timely management information and decision support at all levels for managers, so as to save
manpower, reduce costs, improve user experience, improve profitability and competitiveness. Garment industry
in the increasingly fierce competition, if you want to gain a foothold in the market, must constantly innovation,
improve production efficiency, reducing capital turnover time and improve the management of water. While the
traditional approach of apparel industry gathering information system is usually a barcode system, but the
system is there to collect information accuracy is not high, and can not be real-time tracking problem, even
exists because the barcode printing is not clear or crease, barcode information is more difficult to identify. That
led to the poor information feedback, a slowdown, pressure goods, break goods [1], etc., thus reduce profits.
Use waterproof, antimagnetic, high temperature resistant, long service life, read and write distance, large
storage, encryption, and recognizes the RFID electronic tag identification technology of moving target can be
implemented to improve efficiency, reduce manpower, reduce cost, lean management, improve the
competitiveness of the garment enterprises. © (2014) Trans Tech Publications, Switzerland.

Organizational innovation is an important activity affecting the productivity of the organization. This paper
presents a method of lean management - the method of value stream mapping. On the basis of the literature
we shows the main features of the method. For example, a sample of industrial companies is an example of
applying this method in the field of organizational innovation. This paper presents the current state map and a
map of the future by focusing on the effects of the method.

Manufacturers in developed countries can no longer rely on lean management practices to stay profitable. They
face increasing competition from plants in large emerging economies that are able to produce on a large scale at
a lower cost, while still providing high quality. The way forward, the authors suggest, can be glimpsed from
analyzing past winners of Europe's annual Industrial Excellence Award. Those companies have succeeded by
using one or more of these strategies: Leveraging data flows to integrate closely with supply chain partners.
Germany's Schmitz Cargobull, for example, has become a leading trailer manufacturer by using sophisticated
information technology to help customers monitor their vehicles. Creating value downstream in other parts of
the supply chain. One example is Markem-Imaje, a maker of industrial printers for coding products; the
company adds value for customers by offering a variety of ancillary services. Collaboratively designing
manufacturing processes that can rapidly evolve to meet customers' needs. A prime example is ASML, which
works closely with customers and suppliers to make innovations in production technology for the
semiconductor industry. Specializing in customized products. Focusing on small runs of custom-designed
products has been an effective strategy for companies like BuS Elektronik and the Daimler Group's Smart car
division. © 2014 Harvard Business School Publishing. All rights reserved.
The proceedings contain 90 papers. The special focus in this conference is on Production Management Systems.
The topics include: Analysis of manufacturing process sequences, using machine learning on intermediate
product states (as process proxy data); improving tree-based classification rules using a particle swarm
optimization; profiling context awareness in mobile and cloud based engineering asset management; seamless
access to sensor networks for enhanced manufacturing processes; wireless sensor network technologies for
condition monitoring of industrial assets; a critical evaluation of RFID in manufacturing; semantic data model for
operation and maintenance of the engineering asset; integrated model-based manufacturing for rapid product
and process development; real-time production monitoring in large heterogeneous environments; formal
specification of batch scheduling problems; introducing "2.0" functionalities in an ERP; designing and
implementing a web platform to support SMEs in collaborative product development; MES support for lean
production; handling unexpected events in production activity control systems; analyzing IT supported
production control by relating Petri nets and UML static structure diagrams; enabling information sharing in a
port; designing a lifecycle integrated data network for remanufacturing using RFID technology; implementing
sustainable supply chain in PLM; full exploitation of product lifecycle management by integrating static and
dynamic viewpoints; enterprise information systems' interoperability; closed-loop life cycle management
concept for lightweight; towards an harmonious and integrated management approach for lifecycle planning; an
MDA approach for PLM system design; dynamic alarm management in next generation process control systems;
equipment's prognostics using logical analysis of data; designing an optimal shape warehouse; a fourth party
energy provider for the construction value chain; performance measurement systems for craft-oriented small
enterprises; reference model concept for structuring and representing performance indicators in
manufacturing; productivity measurement and improvements; manufacturing service innovation ecosystem;
improvement method of service productivity for taxi company; a choice experiment for air travel services;
product-service systems modelling and simulation as a strategic diagnosis tool; improving customer's subjective
waiting time introducing digital signage; framework for lean management in industrial services; demand control
loops for a global spare parts management; the value and management practices of installed base information
in product-service systems; reference decision models in the medico-social service sector; service model for the
service configuration; dynamic manufacturing networks monitoring and governance; the insignificant role of
national culture in global lean programmes; idiosyncratic behavior of globally distributed manufacturing;
proposing an environmental excellence self-assessment model; method for quality appraisal in supply networks;
supplier selection criteria in fractal supply network; a dyadic study of control in buyer-supplier relationships; a
basic study on highly distributed production scheduling; improving port terminal operations through
information sharing; perishable inventory challenges; a concept for project manufacturing planning and control
for engineer-to-order companies and practical considerations about error analysis for discrete event simulations
model.

Corporate venturing is a real adventure that teams may only master gradually through research and learning,
which proceeds through iterative specification and validation of business models. Based on this understanding
we have developed a five E framework for corporate venturing that is organized by learning objectives on five
levels of maturity, and backed up with scaffolding tools and methods. It shows how to explore, elaborate upon,
evaluate, experiment with and evolve assumptions. Scaffolding tools and methods support the two main sets of
activities required within this framework: the creative exploration of new ideas and opportunities, and the
iterative specification, quantification and evaluation of assumptions. Examples from nine new venture projects
in the telecommunication industry illustrate the approach. © 2013 Imperial College Press.
In this article, the authors consider the possibility of applying lean management tools at the stage of
implementation of innovation project life cycle. We have analyzed the relationship between macro- and micro-
indicators of lean management, such as the ability to produce the first time through, the overall efficiency of the
equipment, compliance with the plan, effective organization of jobs with performance indicators of both the
innovative project as a whole and each stage of the implementation, in particular. The use of tools such as MSA
(Measurement Systems Analysis), SMED (Single Minute Exchange of Dies) and TPM (Total Productive
Maintenance) can effectively influence the innovative project performance indicators such as the period of its
implementation, product quality and production cost. Thus, the introduction of the lean production tools at the
enterprise will be directed at identifying and reducing both the procurement costs and organizational and
managerial expenses. In addition, the main idea of lean production is reduction of operations, sometimes
decreasing the value of the products rather than increasing their cost. This will influence the project cost, which
is one of the main indicators of the innovation project and will increase project investment prospect. © IDOSI
Publications, 2013.

The current reality of intense competition has forced many companies to increase their performance and
competitive advantages by pursuing innovation and improving and streamlining internal methods of designing
products and processes. With shortening of product life cycle, in order for companies to survive, the need for a
continuous stream of multiple innovations over time has arisen. However, the resources consumed by
companies, whilst developing a product or process, are increasingly high, even in integrated approaches, and
often the finished product or process arrives too late to provide the company with an edge over its competitors.
Due to the large impact Lean philosophy has had in recent decades, within the manufacturing area, through the
increase of efficiency and generation of continuous improvement, more companies have progressively applied
Lean methods in their units of product and process development. This paper seeks to present a reference model
for Lean implementation in the areas of product and process development in order to support companies in
their path to streamline and make their innovative processes more efficient. The proposed reference model
includes a concrete case study example that helps to explain the main concepts behind the proposed approach.
© Springer International Publishing Switzerland 2013.

Systematic innovation implies innovation in products, processes or business models that enables the company
to achieve higher levels of sustainability. Systematic innovation means not only identification, implementation
and monitoring of new ideas aimed at improving the technological and organizational performance of the
organization but must also have an impact on the overall level of competitiveness. Supply chains need new
management paradigms to become more competitive. The sustainability is very pertinent issue in supply chain
management. Lean initiatives allied to innovation and innovative technologies can improve sustainability in a
supply chain through new strategies for products. This research work is focused on the integration of TRIZ
analytical tools with Lean techniques, to assure that the production system management is really sustainable.

A Systematic innovation is crucial for increasing organizational effectiveness, enhancing competitiveness and
profitability. The lean management philosophy depends on the creation of systematic innovative solutions to
improve processes. Lean has been adopted in a large number of companies from different industry sectors; it
has moved away from being merely a "shop-floor focus" on waste and cost reduction to an approach that
consistently sought to increase value for customers by adding product or service features and removing
wasteful activities. The idea is that the value should flow continuously all over the organization, to reach the
customer as quick as possible. A lean thinking environment requires a "learning to see" approach, in order to
find obstacles (waste) to be removed; this means that it will be vital to research a problem solving methodology
to improve the value stream. Traditional engineering and management practices can become insufficient and
inefficient for the implementation of new scientific principles or for radical improvements of existing systems.
The aim of this study is to build a robust model for TRIZ-LEAN to be tested in organizations. It is intended to
determine the real potential and limitations of the new model.
A lean management process is a set of interventions, each of which creates value for the customer. Lean
management is not a new concept, but is relatively new to health care. Postpartum hemorrhage (PPH) is the
most common cause of maternal death worldwide in both developing and developed countries. We applied lean
management principles as an innovative approach to improving outcomes in patients with PPH. Initial results
using principles of lean management indicated significant improvements in response time and family-centered
care. When applied rigorously and throughout the organization, lean principles can have a dramatic effect on
productivity, cost and quality. © 2013 AWHONN.

Principles of Lean management are being adopted more widely in health care as a way of improving quality and
safety while controlling costs. The authors, who are chief executive officers of rural North Carolina hospitals,
explain how their organizations are using Lean principles to improve quality and safety of health care delivery.

Since lean management concepts focus on low risk, short-term gradual improvement of existing processes and
products with an emphasis on eliminating any and all wastes in the system, applying lean to an organization
often implies difficulties in promoting innovations that involve high risks and dramatic changes. In this article,
we investigate the impact of lean design practices on an organization's radical innovation capability through a
survey study. Results suggest that the stressed importance of standardization in lean design has a negative
effect on an organization's radical innovation capability. A negative correlation between the emphasis of design
being compatible with existing manufacturing process and the organization's radical innovation capability is also
suggested. Part integration, on the other hand, positively contributes to an organization's radical innovation
capability. © 2012 IEEE.

Health care leaders and policymakers are turning to the patient-centered medical home (PCMH) model to
contain costs, improve the quality of care, and create a more positive primary care work environment. We
describe how Group Health, an integrated delivery system, developed and implemented a PCMH intervention
that included standardized structural and practice level changes. This intervention was spread to a diverse set of
26 primary care practices in 14 months using Lean Management principles. Group Health's experience provides
valuable insights that can be used to improve the design and implementation of future PCMH models. Copyright
© 2012 Wolters Kluwer Health Lippincott Williams & Wilkins.

The constantly growing competition as well as the increasing customer requirements call for a management
capable to incorporate innovations and improvements into all business processes. Management of innovations
and improvement must be a part of any business strategy as it is applicable to products as well as services,
processes, organization and marketing. The paper provides an overview of four most used elected approaches
for the management of continuous innovation and improvement in the selected industrial company. Practical
application of Kaizen, Six Sigma, Lean Management and the Theory of Constraints will be introduced and
evaluated.

Lean principles emerged in the Japanese manufacturing industry after the Second World War. Lean
management focuses on improving product quality while eliminating waste - primarily through process redesign
and the integration of employees, management, suppliers and customers into the quality management process.
The NHS is under significant pressure to improve productivity while maintaining or improving service quality, at
the same time as service demand increases. The Quality, Innovation, Productivity and Prevention (QIPP)
programme's primary concern is to ensure that financial resources are used to bring maximum benefit and
quality of care to patients (Department of Health, 2010). Lean management could therefore offer a panacea for
the NHS, although its applicability to the health service sector is contested. This article investigates whether lean
management is merely a fad or whether it could alleviate the pressure the NHS faces. While specific clinical
processes may easily adopt lean processes and practices, healthcare organisations will need a paradigm shift in
their management philosophy to adopt lean more widely. The promise of lean management remains elusive but
could be harnessed by willing organisations.
Creating and managing technological knowledge is the competitive advantage in innovation-intense industries.
Sophisticated technology development which is faster and more efficient than the competitor's is the basis for
competitiveness and future success. In this context, the transfer and application of lean principles to technology
development is an appropriate approach to face these challenges. Our study investigates the impact of lean
principles in innovation-intense organisations (i.e., companies of the automotive and machinery industries as
well as in research facilities). Our results suggest that the implementation of lean principles create positive
effects in technology development, e.g., reducing the development time and increasing the development
efficiency. Out of the existing lean principles, the two principles 'avoidance of waste' and 'flow' have the highest
influence on the improvement of development activities. © 2012 Inderscience Enterprises Ltd.

Lean development is a promising approach in new product development (NPD). However, despite the successful
application of lean thinking and its principles to manufacturing, the adoption of the lean approach to product
development is a quite novel undertaking. In this paper, we develop and test hypotheses pertaining to the
elimination of waste, which is one of the major objectives of lean management. In particular, our study focuses
on the question: What management factors are enablers for the elimination of waste in the context of NPD? We
identified: 1 employee training 2 coaching 3 constructive failure treatment as effective means. Furthermore,
implications for management practice are considered. Testing our hypotheses, we refer to data from 108 firms
in the automotive supplier industry in German-speaking countries, i.e. Germany Austria, Switzerland and
Liechtenstein. © 2012 Inderscience Enterprises Ltd.

Lean management and innovation management both play important roles in today's business success by
reducing waste and increasing profit. However, as previous studies show, conflicting ideas exist in the
philosophies of these two areas, and being too lean may deteriorate a company's innovation capability in the
long term. To achieve an optimal balance between lean and innovation, several core concepts in both areas
need to be studied and compared. In this paper, we focus on bringing the definition of value in lean
management to be in line with the definition in innovation management. Based on such definition, innovation
driving activities can be properly incorporated into the value stream mapping process in a company's lean
practice. As part of the improved value system, effective rewarding system and management style that
encourage innovative activities in a lean organization are also suggested. © 2011 IEEE.

Background: The decision to optimize the processes in the operating tract was based on two factors:
competition among clinics and a desire to optimize the use of available resources. The aim of the project was to
improve operating room (OR) capacity utilization by reduction of change and throughput time per patient.
Setting: The study was conducted at Centre Hospitalier Emil Mayrisch Clinic for specialized care (n ∈= ∈618
beds) Luxembourg (South). Method: A prospective analysis was performed before and after the implementation
of optimized processes. Value stream analysis and design (value stream mapping, VSM) were used as tools. VSM
depicts patient throughput and the corresponding information flows. Furthermore it is used to identify process
waste (e.g. time, human resources, materials, etc.). For this purpose, change times per patient (extubation of
patient 1 until intubation of patient 2) and throughput times (inward transfer until outward transfer) were
measured. VSM, change and throughput times for 48 patient flows (VSM A 1, actual state = initial situation)
served as the starting point. Interdisciplinary development of an optimized VSM (VSM-O) was evaluated.
Prospective analysis of 42 patients (VSM-A 2) without and 75 patients (VSM-O) with an optimized process in
place were conducted. Results: The prospective analysis resulted in a mean change time of (mean ∈± ∈SEM)
VSM-A 2 1,507∈±∈100 s versus VSM-O 933 ∈± ∈66 s (p ∈&lt; ∈0.001). The mean throughput time VSM-A 2
(mean∈±∈SEM) was 151 min (±8) versus VSM-O 120 min (±10) (p ∈&lt; ∈0.05). This corresponds to a 23%
decrease in waiting time per patient in total. Conclusion: Efficient OR capacity utilization and the optimized use
of human resources allowed an additional 1820 interventions to be carried out per year without any increase in
human resources. In addition, perioperative patient monitoring was increased up to 100%. © 2011 Springer-
Verlag.
In this paper a model for an integrated application of Lean Management and Value Management in
manufacturing processes is proposed. Its purpose is to reduce some gaps that have been pointed out to Lean
Management, namely, lack of ability to understand customer value, potentially negative impact on innovation
capability and inability to eliminate waste in small processes. To do so, concepts from both management
approaches were integrated as well as some of their most relevant tools, namely, Value Stream Mapping and
Function Analysis. The implementation test done to the proposed model indicates that it can improve the
understanding of customer value allowing waste to be highlighted and eliminated. The paper briefly reviews
both Lean and Value Managements concepts as well as the major tools that were included in the model. The
model is then exposed and discussed, the test implementation of the model is briefly displayed and the main
conclusions exposed. © 2011 IEEE.

Purpose - The purpose of this paper is to combine systems thinking, lean management, value methodology and
Six Sigma concepts into an integrated quality methodology using the TALEVAS model.
Design/methodology/approach - TALEVAS is an acronym for Tandem-Lean-Value-Sigma, as each element
correlates to a best practice or concept mentioned by intent. The model is based on two theories: "The rising
pendulum system" and "The seven rules of quality driving" proposed in this paper. Findings - Four key
performance drivers are identified using the model. These are: communication, investigative correction,
innovation, and synchronization. Practical implications - The integrated methodology can be deployed by any
type (product-or-service based) or level (small, medium or corporate) of an organization in order to gain a
competitive advantage in the market. Further, there is a possibility that recent cases of product recalls could be
reduced or avoided by companies through implementing a TALEVAS Quality approach. Originality/value - The
paper displays the interdependence between the quality concepts by model analysis. This reflects a more
holistic approach to quality required by organizations to raise the bottom line, reduce costs, promote value, and
provide consistent products to customers. © 2011 Emerald Group Publishing Limited.

Product innovation is the pivotal factor for enterprise to keep advantages of competition, and the effective
product innovation management is the impetus for the enterprise about keeping having the energy of
innovation. The situation, research background and requirement of product innovation management as well as
lean management are introduced firstly. Based on the wonderful applied foreground and predominance of lean
management in product innovation, a lean product innovation framework is proposed in this article. The
framework is in favor of establishing the lean management mode and evaluation system of lean innovation,
which helps to promote the innovation capability of enterprise finally. © (2011) Trans Tech Publications.

The increasing treatment of business from a process view (Business Reengineering) brought up a rapidly
growing number of modeling methods for business process. In contrast, there exist only a few approaches that
allow modeling production systems. Additionally, these are mostly constricted to very specific points of views
and therefore a holistic approach, which allows modeling as well as optimizing a manufacturing system, is still
missing. The new modeling method GraFem lifts these restrictions. In particular, it is not only possible to analyze
the example at hand. Rather, it is possible to think ahead alternatives and to work out process innovations. For
example by developing models with different degrees of automation or even different models with regard to
Lean Management. With help of a predefined set of symbols and an underlying semantics, manufacturing
systems can be regarded or thought ahead at any level of detail. The results are finally depicted in one graphic:
the GraFem-Map.
The proceedings contain 27 papers. The special focus in this conference is on Operational Research. The topics
include: Hierarchical classification for protein function prediction; impact of different modelling approaches to
evaluate public policies; linking the business process model of a hospital and DEA to measure the impact of
innovations on hospital efficiency; a novel two-phase retrieval mechanism for a clinical case-based reasoning
system for radiotherapy planning; a methodology and case study of the definition of requirements for an IT tool
for business integration; net present value analysis of the economic production quantity; the implications of
judgement interventions into an inventory system; open pipeline order fulfilment systems; a frame-work to
applying lean principles to air cargo logistics; an analysis of the multi-criteria index for quality of life
measurement in Italy; encoding and decoding aspiration information; development of a crew allocation-based
simulation optimisation model to improve off-site pre-cast concrete production operations; modelling labour-
intensive precast concrete manufacturing systems using simulation technology; an appraisal of lean thinking
principles in the construction sector; optimisation model for sustainable buildings and its development of
decision support tool; program management optimization model using sustainability performance indicators;
using system dynamics modelling to identify the factors affecting the demand for fibre cement buildings; he
interpretation, reconciliation, and adaption of lean management practices within UK secondary education
(private sector case study); projects, risks and the question of causality; a review of service evaluation of non-
stationary queues; scheduling PM activities of repairable assets in network utilities using PHM to model on-line
reliability and risk; responsibility sharing in the supply chain of industrial maintenance; distribution-based
classification of spare parts; developing a simulation model for Coventry airport to assist in manpower, space,
passenger and baggage flow and business process modelling and simulation.

The transcendence of higher education to bring a developing country into a new stage is well recognized in the
world. It is crucial to establish a clear shared vision and to have a sound value proposition strategy to excel on
academics and applied research, responding in a valuable manner mainly to the needs of the regional clusters
and the specific location of the institution. To evaluate the value proposition strategy of a higher educational
institution, a lean management model is used as a research vehicle using appreciative inquiry, considering four
dimensions associated to execution, competitiveness, innovation, and communication performance.

This article is subsequent results after author's long-term researching to the Lean management theory. The
purpose of article is to make further discussion to his early research the concept and the scope of the "Total
Lean Management (TLM)". This paper cites the concept of TLM put forward by reasoning approach, which
embodies new trends and innovations of lean management theory applied research. This paper emphasizes that
the origin of TLM is to get rid of the waste and lean philosophy is the new ideas in the management of
systematicness and accuracy. This paper interprets the concept of TLM based on the following four levels: idea,
observation perspective, managed object, and the theoretical basis. Finally, this article discusses the core value
of TLM is to pay attention to the environment for the survival of enterprises, emphasize the basis of continuous
operation of enterprises. It puts forward new ideas of accurate management and new perspective of elimination
of waste. © 2010 IEEE.
In a world where change has proven to be rapid and profound, it is important to align strategy in order to
harmonize the human person and the legal person interests. This work spins around a dynamic instrument
based on lean management principles that helps recognize the different perspectives and establishes hints to
ensure pertinence and sustainability as opposed to the usual instruments that convey mostly financial
sustainability and disregard the human meaning of actions. In order to assure an agile and lean management
organization, a decision model is proposed based on aligning social attributions and administration propositions.
The model uses dimensions related to execution, innovation, communication and competitiveness capacities,
which are conceptually related to lean principles and represent the paths that administrators' actions can take.
The execution dimension is related to minimal waste and assertive value activities. Innovation is related to
respect people's perspectives and value propositions; whereas communication is the basis for significant
negotiations, enterprise perspective and consensual ethics. Finally, structural competitiveness depends on the
capacity of addressing interdependencies across enterprise levels, peers and employers to increase lean value.
The model provides an executive tool that allows top administrators to have a social conscience which can be
fed dynamically using IT tools in an appreciative inquiry context.

GKN Wheels has faced the challenges of managing a dispersed organization in a bid to serve customers and
compete in markets around the world. Key to its success, the company's commitment to 'lean principles' is
delivering value to the business and its customers, while helping to embed a culture of innovation. GKN Wheels
has it's own brand of lean thinking, known as Lean Enterprise, which has been rolled out company-wide. To
assist in delivering lean management principles across its organization, GKN Wheels has appointed Site
Continuous Improvement Leaders (SCILs) who are responsible for coaching the business at all levels as well as
supporting the take-up and implementation of ideas and improvements. Having implemented a training
program for plant managers (Mastering Continuous Improvement Leadership - MCIL), the business is currently
rolling out a coaching to develop ideas designed to improve efficiency and deliver added value.

Lean management and innovation are two driving forces of today's business success. However, with
fundamentally different concepts, some aspects of lean management may negatively affect a company's
capability to be successful with certain types of innovations. This paper develops a framework to analyze such
impacts. With comparisons between the lean culture, lean design, lean supply chain management and lean
human resource management with the characteristics and contributing factors of different types of innovations,
five propositions are presented. Each proposition can be tested through several hypothesis tests in future work.
In addition, different strategies for a company to achieve the balance and maintain lean and innovation at the
same time are also discussed. Advantages, disadvantages, and suitable situations for each strategy are analyzed.
© 2009 PICMET.
firms traditional techniques of company management are used the oftenest, whilst not in all cases this is so
because of deliberate action of the management. Moreover, generally in microenterprises the owner himself
manages the resources of the organisation, decides the goals of the enterprise and methods for their
attainment. On the basis of research it may be stated that part of sawmilling companies regularly streamline
their organisational structures (of over 100 surveyed sawmilling firms every third company streamlined its
organisational structure in last 5 years), although this is not a common phenomenon. However in the surveyed
companies a centralised decision-making structure is dominant which means that there is lack of characteristic
of modern organisation “democratisation” of management and “flattening” of organisational structures. Until
now full implementation of such modern concepts as: knowledge management, comprehensive quality
management, innovation management, lean management, reengineering, benchmarking, time-based
management, or coopetition, was not observed in the Polish sawmilling industry. However application of some
actions specific to these ideas might be observed. In the context of knowledge management the research
showed that not many sawmilling companies have continuous programmes of employee training which
significantly limits development of these organisations. In the sphere of quality management every third
sawmilling company has an organisational unit responsible for quality, which is a positive phenomenon.
However still not all the producers see the necessity of having ISO certificates. With reference to changes in the
innovation sphere it was observed that hardly ever sawmilling companies have in their organisation structure
units responsible for innovations, R&D, and implementation of new technologies. In recent years new
investment have been most often connected with machinery, whereas outlay on purchase of licences, patents
or new technologies has been small. Moreover, the research shows that Polish sawmills more and more often
change their production profile to further processed products of higher added value. Post-sale service has also
been increasing or its scope has been broadened, which evidences modern approach to management in which
the client and his loyalty is the most important. The stronger consumer orientation is reflected mainly by the
fact that most sawmilling companies create and maintain a permanent network of consumers and have system
of preferences for their regular customers. At the same time product promotion, most often over the Internet, is
a key marketing technique. This way of communication is most advantageous to big sawmills or sawmills
specialising in the production of unique goods. The following factors can be found amongst other factors which
have a bearing on winning and keeping the clients: offer of high quality products, low price, unique design,
supply on time, and possibility of complaint. However it is a disadvantage that regular marketing research is
relatively seldom conducted in sawmilling companies. Some other forms of activity characteristic of modern
management trends were observed in the sawmilling industry as well. The examples of such activities include:
reduction of poduction area and standardisation (features of lean management), setting company’s priorities
and strategy by comparison with the best companies and adaptation of the model practice (benchmarking),
commissioning or subcontracting of selected work packages within the framework of continuous cooperation
(outsourcing). On the basis of research and declared intentions of management it may be assumed that in the
future the variety and scale of modern management practices application in sawmilling companies will grow. ©
2009, Instytut Technologii Drewna. All rights reserved.

By the end of the eighties and at the beginning of the nineties, the companies encountered the lean wave.
Apparently, in the "first lean wave" the companies neither succeeded in taking sustainable actions nor in
achieving a comprehensive, value stream orientated improvement. The aim of establishing a culture of
continuous enhancement failed also. The global competition of locations and the economic crisis are increasing
the cost pressure and the necessity of streamlining the processes. The innovation of the "second lean wave" and
the success factors are described in seven theses. Within these theses, the question of visualizing processes in
order to enable optimal, robust and standardized solutions is emphasized. The times when the scope of
optimization just included the flow of materials is over. By now indirect processes and global value streams are
implied, too. Lean supply chains do request an optimization of networks and not only the notion of a supplier-
plant-relation. Together with suppliers and service providers the supply chains have to be optimized on the base
of partnership. Another leverage of lean management is the possibility to shift the problem identification and
solution to the early periods of the innovation and development process (frontloading). The sequential product
and process planning has to be removed. One of the crucial principles in the planning period is clearness. © Carl
Hanser Verlag.
The approach that needs to be adopted, to overcome the challenge of implementing lean management on shop
floors, is discussed. Companies need to understand the implications of lean management, to reduce the risks of
its failure. It is observed that better understanding and implementation of lean management helps the
employees of a company to solve problems quickly, as they are better informed and connected with each other.
It is essential that companies understand the implications of lean management, as its implementation can
reduce wastage of money and time, while increasing innovation through creativity and decreasing throughput
times significantly. A large number of companies in countries, such as Brazil, Russia, and China are implementing
lean management, to increase their competitiveness and to emerge leading global players in their specific
industries. Germany is another country that continues to encourage the implementation of lean management
on shop floors of companies.

The purpose of this paper is to present an application model which can be used in a supply chain, to assess the
changes taking place in organizations that are implementing lean strategies. To assess changes towards leaner
organizations, the determinants on the use of indicators to assess company's improvements are identified and
discussed. The model considers indicators that have been designed and imbedded in the organization
information system and they derived from three components: the design, control and improvement
management of the production system. These components are the foundation for the development of an
integrated checklist for self-evaluation of the lean supply chain performance. ©2008 IEEE.

Industrial Engineering (IE) courses are being integrated with information technology to address the issues of
teamwork, people motivation, communication skills, emotional intelligence, and ethics. The three fundamental
concepts in IE are focused on customer value include Lean management, theory of constraints, and size Sigma.
IE concepts identify and eliminate variation from the value stream and improve employee perfection. Perfect
planning is replaced by the world of experiments and generating new ideas and opportunities, while
productivity is replaced by creativity. The design and development of teamwork in the company is crucial for
creative teams of strong individuals focused on IE innovation ability. The methods and concepts of IE used in
companies include value stream, work analysis and management, and computer simulation.

Among the alternatives to assure its survival, a particularly relevant one for Organizations is innovation.
Innovation has several dimensions among which it is possible to include: i) raw material; ii) product; iii) process;
iv) market; v) the way how administration is made. This paper has the objective to show the possibility to
implement a new management way in the industries of mineral extraction through the integrated use of the
concepts developed in the construction of the Toyota of Production System (TPS)/Lean Production System, and
the concepts and traditional techniques originating from the Mining Engineering and the Industrial Engineering.
The paper shows this integration in two sceneries of the mining (fluospar and amethyst). The results indicate the
reduction of the production costs and increase of the productivity and the improvement of the Workers Life
Quality.
Adopting the 'Lean' management technique can help hospital staff to eliminate wasteful activities.
Many countries now use health technology assessment (HTA) to review new and emerging technologies,
especially with regard to reimbursement, pricing and/or clinical guidelines. One of the common, but not
universal, features of these systems is the use of economic evaluation, normally cost-effectiveness analysis
(CEA), to confirm that new technologies offer value for money. Many have criticised these systems as primarily
being concerned with cost containment, rather than advancing the interests of patients or innovators. This
paper calls into question the underlying principles of CEA by arguing that value in the healthcare system may in
fact be unconstrained. It is suggested that 'lean management principles' can be used not only to trim waste
from the health system, but as a method of creating real incentives for innovation and value creation. Following
the lean paradigm, this value must be defined purely from the patients' perspective, and the entire health
system needs to work towards the creation of such value. This paper offers as a practical example a lean
approach to HTA, arguing that such an approach would lead to better incentives for innovation in health, as well
as more patient-friendly outcomes in the long run.

Currently, experts still see a considerable weakness in the German manufacturing industry concerning its drive
for innovation. This affects its chances for growth and its ability to keep up with competition in the global
market. An international survey recently conducted by TBM Consulting Group shows that one of the main
causes for this development may be that German manufacturers rely on improving their productivity by
increasing their investment in technology. In contrast, companies in the US, UK, Brazil and Mexico invest more
in their employees' potential as a source of productivity improvements. The German manufacturer AMI Doduco
from Pforzheim successfully follows this example by employing Lean Management/Kaizen techniques in order to
optimise its production processes. Kaizen focuses on the employees' involvement assuming that they know best
about the procedures at their workplace. With this management philosophy, AMI Doduco has achieved
considerable results: Since November 2004, 19 internal and external Kaizen-workshops took place, in which AMI
Doduco has increased its productivity partly by 10%. In the same instance, the lead time was reduced in some
divisions together with the work in progress to up to 40%. © Carl Hanser Verlag.

The need for adapting lean management by companies to acquire sales growth, is discussed. Bilgewater
Consulting firm has adapted a 'Global Lean Transformation Center for Excellence in Innovation and Growth'
program to satisfy their clients. Lean programs help clients to improve their workflows and profits. Lean is
adopted at various field such growth, innovation and global to make business development programs.

How lean production structures in the manufacturing industry facilitate innovations: with WIKA Alexander
Wiegand GmbH & Co KG as example. Innovative power can only come from inside. However, external partners
can help to detect the potential for value-adding optimization of production processes and workflows. The
systematic integration of personnel in the efforts towards improvement can open up huge productivity potential
in a very simple manner. As the study presented in the following article shows, many German companies that
prefer the possibility of achieving improvements by way of increased use of technology are already coming up
against their limits, whilst the "human factor" is still being largely underestimated.
Business today is being impacted by multiple forces and is under an unprecedented pressure to perform. The
key to performance lies in anticipating the future and working towards it. This means asking the question: How
much of its resources is the company putting in renewal and innovation, i.e., in activities like R&D, quality and
process improvement, industrial design, market research, and so on? What is the record of Indian companies
when it comes to innovation? This article briefly surveys the Indian scenario and quotes examples of innovation,
or lack of it, in sectors such as automobiles, FMCG, telecom, etc. While impressive strides have been made by
certain companies, the same cannot be said of the entire Indian industry. It is mostly the MNCs, driven by their
worldwide processes, that have been at the forefront of innovation. There have been some Indian companies
too doing a good job but the majority seems to be ill-prepared to meet the global onslaught or even the Chinese
one. In this context, this article examines the following issues: What is the concept of innovation? How do Indian
companies achieve a grasp of it? Is innovation an ongoing process? Should companies strive for breakthrough
developments or focus on continuous improvement? “It is not the strongest who survive nor the most
intelligent — but those most responsive to change” (Charles Darwin). If this is true, are the Indian companies
doing enough to respond to the changing times? Again, this article examines the Indian scenario in the
manufacturing and services sector. While many companies are adapting fast, there are many that are still to
awake to the changing times. Total Quality Management (TQM) has made impressive inroads in to the
manufacturing and service sectors. Organizations have finally realized the difference between seeking an ISO
certification and launching a process to improve continuously. The manufacturing sector is focusing on aspects
like lean management, TQM, Quality Circles, and Kaizen. Its essential approach has been influenced significantly
by the Japanese approach to TQM. The service sector has been using the Six Sigma banner to further its
movement. Benchmarking is a common thread between the two sectors to drive improvement. Organizations
have also been using variations of the business excellence models to drive their improvement. There are many
reasons that go into making process improvement the most challenging exercise. This article examines the
fundamental causes and recommends that this is one area where improvements will directly impact customer
satisfaction. As we move into the 21st century, what are the key traits required in an organization to achieve
excellence? These are as follows: having key customer insights focusing business strategies on customer value
quality commitment upgrading knowledge and processes management by facts and feedback. In the Indian
scenario, it is mainly the MNCs, driven by their global processes, that are driving business excellence. The same
culture needs to be cultivated by the Indian companies be they large or medium ones. © 2003, © 2003 SAGE
Publications.

Conversion to lean energy management will be required to insure economic development in ultradeepwater
regions. Software-controlled lean systems integration will drive innovation toward breakthrough cost and cycle-
time savings. This move will utilize commercial-off-the-shelf (COTS) software widely used in the
communications, chemical processing, aerospace, automotive, and other high-tech manufacturing industries
but not yet used for lean management in the upstream energy industry.
Author Keywords

digital communications technology; managerial work; organizational control; strategic choice; work surveillance; working time

Digital transformation; Digital waste; Digitalization; Employee behavior; Lean management; Non-utilized talent; TQM
collective voluntary turnover (CVT); human resource management; layoffs; lean management strategy; organisational innovati

Health care; Healthcare professionals; Lean management; Literature review; Staff outcomes

Interpretive structural modelling (ISM); Lean implementation; Lean management; Matrix cross-reference multiplication applie
business middle platform; customer services; digital transformation; domain modelling; electric power marketing; microservic

APM; Conventional; ICT; Industry 4.0; Lean; Manufacturing; Supply chain

human resource management; JIT; lean management; lean manufacturing; operational responsiveness; performance analysis;

human resource management; lean management; lean thinking; process improvement; research agenda
8D methodology; Problem solving; Process innovation; Production process

Entrepreneurship spirit; Government support; Technological innovation efficiency

Business Process Management; Detergent Manufacturing Industry; Process Reengineering; Value Stream Mapping

Academic appraisal system; Change management; Formal institutions; Lean management; Research and development; Unpro
breakthrough improvement; health care innovation; Lean leadership; Lean management; performance improvement

Fault diagnosis; Innovation-driven; Monitoring; Power system

Complex Adaptive System; Industry 4.0 implementation; Innovation management
Hard lean; Innovation orientation; Innovation performance; International manufacturing companies; Lean management; Prod

Computer integrated manufacturing (CIM); Industrial ecology; Lean management; Technology environmental innovations (TEI
5G technology; intelligent operation and maintenance robot; offshore wind power; operation and maintenance management;

influencing factors; platform economy; supply chain disruptions; supply chain management; Sustainable development; techno

business anagement innovation; Environmental protection enterprises; financial management; lean management
Development strategy; Lean strategy; Organizational structure; Petrochemical enterprises

Lean management; Management innovation; Operational performance; Process innovation; Social lean management; Technic
Digital technology; Implementation; Lean management; Six Sigma

exploration; lean management; operational teams productivity dilemma; social capital; Standardization
lean deployment; Lean management; multinational corporation; practice incorporation; production system

Driving force; Fuzzy proximity; Lean management; Management innovation; Participants; Terms mining techniques
Higher education; Modern management techniques; Sustainability curriculum; Sustainable development
Healthcare; Hip fracture integrated care pathway; Lean; Process innovation; Quality improvement

Laboratory turnaround time (LTAT); Lean; Renal profile; Turnaround time; Urgent RP
Cassava; Indonesia; Small businesses; The cost of quality; Zalacca (snake fruit)
Agile; Applied philosophy; Business plan; Company democracy; Entrepreneurship; Lean; Management; Methodology; Startup
case study; emergency department; healthcare; lean management; radiology

Care organization; Lean management

Lean management; Life cycle assessment; Six-sigma; Sustainability benchmarking; Sustainable development
Community innovation survey; Eco-innovation; Lean management principles; Sustainable business models

Business management; Lean manufacturing; Mathematical modeling

Context; Goal pursuit; Healthcare; Implementation intentions; Lean management; Organizational health intervention; Process
intrapreneurship; Lean start-ups; lean thinking; manufacturing; networked companies

Digitalization; Lean management; Visual management

Antecedents; Lean adoption; Lean implementation; Lean management; Lean production; Literature review; Management inno

Continuous improvement; Innovation; Just-in-time; Supportive organizational context

Clinical practice patterns/guidelines /resource use/evidence based practice; Healthcare organizations and systems; Incentives
ATOM; Event-B; Expert system; Information system; Knowledge management systems; Lean enterprise; Lean management; M

Hospitals; Innovation; Lebanon; Quality managament

Creativity; Innovation; Lean management

Additive manufacturing; Agile management; Crowd-labor; Crowdsourcing; Entrepreneurial management

agile operations; agility; digitization; energy efficient; lean; learning factory

ARIS; DMAIC; Performance indicator; SCOR; SWOT

Adaptation; CAS Theory; Lean construction

China; Design methods; Ethnography; Ghana; Jamaica; Silicon valley

Continuous improvement; Innovation; Junshi; Kaizen; Shop floor participation

Frugal innovation; Lean management; Logistics processes

Agricultural processes; Innovation; Lean management; Sustainable development; Value

Case studies; Continuous improvement; Higher education; Lean production

Focus groups; Health resources; Knowledge mapping; Lean healthcare; Organisational innovation

Enterprise management innovation; Lean management; Term mining approach

Industry 4.0; Lean management; Toyota production system

Guangzhou metro; Innovation systems and mechanisms; Knowledge inheritance; Lean management; Network operations; Ope

Lean management; patient-centered medical home model (PCMH); primary care transformation; team-based care
Accounting system; Enabler; Lean accountancy; Lean management

delivery systems; implementation; Lean management; primary care redesign; qualitative research

Lean practices; Lean product development; Product innovation

Culture change; Evidence-based practices; Five-phased real-time approach; Lean success

Hospital; Lean management; Sanitary system

Non-ferrous metals; Purchasing; Supply logistics

Hospitals; Knowledge; Lean

Industrial engineering; Learning factory; Manufacturing education; Social innovation; Workers' participation

Lean management; Lean product development; Lean project management; Project management; Scrum

Agile development; Continuous improvement culture; Lean development; Lean management; Set-based engineering; Shop flo

Innovation; Positive Deviants; Process Improvement

employee well-being; health care; HRM; Lean Management; performance; Six Sigma; strategic climate
Change management; Health sector; Lean management; Operational efficiency; Patient outcomes; Quality assurance; Resourc

Lean management; Organization; Plant simulation; Production system; SWOT- analysis; Value stream mapping
Electronic tag; Information; Production management; Reduce costs; RFID

Industry; Innovation; Lean manufacturing; Method; Production process; Stream mapping

business model innovation; business models; Corporate venturing; corporate venturing portfolio; innovation management; lea
Innovation management; Innovative project; Lean management; Project efficiency; Project phases

Lean management; Problem solving; Supply chain; Supply chain management; Systematic innovation; TRIZ

Lean; Lean management; Problem solving; Systematic innovation; TRIZ

Care bundles; Lean management; Postpartum hemorrhage; Simulation

Innovation; Lean management; Patient-centered medical home; Primary care; Quality improvement

Innovations; Kaizen; Lean; Six sigma; Theory of constraints

Lean management; R&D management; Technology development; Technology management

Automotive supplier industry; Lean development; Lean innovation; Lean product development; New product development; NP

Lean management; OR management; Value stream mapping

FAST diagram; Functional analysis; Lean management; Value management; Value stream mapping

Competitive advantage; Lean management; Performance; Quality; Recalls; Six Sigma; Systems thinking; Value methodology

Lean thinking; Product innovation design; Product innovation process

GraFem; Industrial engineering; Lean management; Process modeling method; Production systems
Appreciative inquiry; Clusters; Lean management model; Strategy alignment

Component; Lean management; Lean thinking; Process management; Production factors; Strategy management
Institutional intention; Pertinence; Social Impact; Sustainability
Management; Marketing; Sawmilling industry; Surveys
Lean management; Modeling performance

Innovation; Lean production; Management; Mining; Toyota production system

Business Excellence; Change; Innovation; Process Improvement
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