Prioritizing lean practices for implementation in IT support services
TL;DR: In this article, the authors conducted a gap analysis on the perceived current usage of the lean practices versus the perceived ideal usages of lean practices from practitioners' perspective, and the gap analysis report revealed that gaps of all practices are not same from the practitioners' viewpoint.
Abstract: Purpose - The purpose of this study is to capture the perception of the IT support service practitioners regarding the applicability of the lean practices and prioritize them after analyzing the gaps with respect to current usage and importance from practitioners' perspective. Design/methodology/approach - It involved development of an instrument to capture the perceptions of the IT support service practitioners. The data collected was quantitatively analyzed by using statistical techniques and it involved testing of the hypotheses. Findings - The study conducted a gap analysis on the perceived current usage of the lean practices versus the perceived ideal usages of the lean practices from practitioners' perspective. The gap analysis report revealed that gaps of all practices are not same from the practitioners' viewpoint. This gap analysis was useful for prioritizing of the practices and resource allocation. Originality/value - This study was conducted in a relatively new domain, where mature empirically based studies are scarce. This study set out to determine the practitioners' perception of the applicability of lean practices in IT support service organizations. It provides a sound basis for further research on lean implementation in IT support service area.
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09 Dec 2008
TL;DR: In this paper, the authors investigate the definition of Lean Production and the methods and goals associated with the concept as well as how it differs from other popular management concepts, and conclude that Lean Production is not clearly defined in the reviewed literature.
Abstract: Purpose - This paper aims to investigate the definition of Lean Production and the methods and goals associated with the concept as well as how it differs from other popular management concepts. Methodology/Approach - The paper is based on a review of the contemporary literature on Lean Production, both journal articles and books. Findings - It is shown in the paper that there is no consensus on a definition of Lean Production between the examined authors. The authors also seem to have different opinions on which characteristics that should be associated with the concept. Overall it can be concluded that Lean Production is not clearly defined in the reviewed literature. This divergence can cause some confusion on a theoretical level, but is probably more problematic on a practical level when organizations aim to implement the concept. This paper argues that it is important for an organization to acknowledge the different variations, and to raise the awareness of the input in the implementation process. It is further argued that the organization should not accept any random variant of Lean, but make active choices and adapt the concept to suit the organization-s needs. Through this process of adaptation, the organization will be able to increase the odds of performing a predictable and successful implementation. Originality/Value - This paper provides a critical perspective on the discourse surrounding Lean Production, and gives an input to the discussion of the implementation of management models. Keywords - Lean Production, Definition, Construct Validity, Total Quality Management Paper type - Conceptual paper
525 citations
TL;DR: In this article, the authors investigated the outcomes of a Lean implementation within a UK call centre and found that Lean when implemented properly can lead to improved process efficiency, a better customer experience and increased employee satisfaction.
Abstract: The deployment of Lean methods in service work is increasingly viewed as a legitimate response to the growing requirement for more efficient front-line service delivery. However, research investigating Lean implementations is reporting mixed results with process efficiency gains frequently marginalised by losses in employee satisfaction and customer focus. It has been suggested that these sub-optimal outcomes are the result of partial adoptions of Lean where the emphasis is placed on process efficiency with employee and customer outcomes neglected. Using an Action Research approach this paper investigates the outcomes of a Lean implementation within a UK call centre. The Action Research methodology used ensured that a holistic rather than a partial implementation of Lean was achieved and this research finds that Lean when implemented properly can lead to improved process efficiency, a better customer experience and increased employee satisfaction. It suggests that to achieve these optimum outcomes Lean implementations must as a priority be focused on creating customer satisfaction and be customised to fit with particular contingencies in the organisational context such as the nature of the interface between the front-line worker and the customer.
15 citations
Cites background from "Prioritizing lean practices for imp..."
...The result is a growing body of literature on Lean in sectors such as healthcare (Costa and Godinho Filho 2016), IT (Kundu and Manohar 2016), financial services (Leyer and Moormann 2014), education (Balzer, Brodke, and Thomas Kizhakethalackal 2015) and the public sector (Radnor and Osborne 2013)....
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TL;DR: It is found that although Lean principles are being adopted in SD projects, application of all Lean principles is not visible, and research reveals that value and flow are more relevant in SD organizations, while value stream, pull and perfection are not conspicuous.
Abstract: The purpose of this paper is to gain insights about the applicability of Lean principles in software industry along with the Lean implementation issues.,Exploratory case studies have been carried out in five software companies. Data were collected by observation and semi-structured interviews with project managers. In this paper, case organizations are categorized as product vs project software development (SD) organization.,It is found that although Lean principles are being adopted in SD projects, application of all Lean principles is not visible. This research reveals that value and flow are more relevant in SD organizations, while value stream, pull and perfection are not conspicuous.,This paper would prove invaluable to lean practitioners and researchers to gain knowledge in lean SD. The paper puts forward the key issues that should be addressed for successful adoption of lean in SD. This study set out to determine the practitioners’ perception of the applicability of lean principles in SD projects. It provides a sound basis for further empirical research on adoption of lean principles in SD organizations.
13 citations
TL;DR: In this paper, a case study is conducted and following the A3 model, Lean is deployed in the case company, which reveals that the implementation of the Lean practices in an SME operating in the IT sector offers good operative and financial results, thanks to the higher productivity obtained through the reduction of nonvalue-added activities.
Abstract: In spite of huge advancement of Lean in the manufacturing sector, its advantage in the service sector is not fully investigated. The purpose of this paper is to cover this gap in particular for the information technology (IT) sector through the implementation of the Lean philosophy in a small- and medium-sized enterprise (SME), operating in the IT sector.,A case study is conducted and following the A3 model, Lean is deployed in the case company. Data were collected through on-site interviews, waste sources were identified and then countermeasures for their reduction were proposed and adopted.,This study reveals that the implementation of the Lean practices in an SME operating in the IT sector offers good operative and financial results, thanks to the higher productivity obtained through the reduction of non-value-added activities.,This paper reports a single case study, not enough to generalize the results. Moreover, more Lean tools and practices should be tested in IT companies to assess their effectiveness.,This paper increments the knowledge base for the application of Lean and A3 model outside the manufacturing industry. This paper should assist practitioners and consultants who have the desire to understand a better way of Lean implementation in fast-growing IT industry and in SME.,Research on Lean implementation in an SME company and in IT sector is scarce. This study aims to assess the efficiency of the adoption of Lean practices following the A3 model. The results could be highly valuable for similar companies (dimension or sector), especially those that are facing transition situations in terms of size and at the same time want to improve their operations performance, efficiency and avoid waste.
10 citations
03 Sep 2019
TL;DR: In this paper, the authors investigate how "lean" is viewed in software development projects and the status of implementation of Lean to Software Development projects. And the effect of lean on performance (inventory, lead time, customer satisfaction, cost, and business value) of SD projects is analyzed.
Abstract: Rapidly increasing customer demands, competition, continuous changing scenario and accelerating pace of technological developments have put tremendous pressure on the business organization to deliver quality products at lower cost. On the same lines the software development (SD) companies need to deliver quality codes with new features at reduced cost. This can be achieved through Lean to software development projects. As the lean has been considered in different ways and has been implemented to varying extent in different sectors of the economy this paper aims to investigate as to how “lean” is viewed in software development projects and status of implementation in software development projects. First, application of lean in different types of projects viz. construction, healthcare, aerospace, new product development and service is discussed. Secondly, application of lean to SD projects is investigated at three levels: philosophy, principles (value, value stream, flow, pull and perfection) and practices/tools. The effect of lean on performance (inventory, lead time, customer satisfaction, cost, and business value) of SD projects is also analyzed. Further, “Leagile” software development and agile dominance is explored through this paper.
6 citations
References
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Book•
01 Sep 2003
TL;DR: The content of this 3rd edition marketing research textbook is practical and up to date and is based on an applied and managerially focused approach.
Abstract: The content of this 3rd edition marketing research textbook is practical and up to date and is based on an applied and managerially focused approach. Australian an New Zealand research and examples have been thoroughly intergrated into every chapter.
6,557 citations
TL;DR: In this article, the authors provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organization, and point out areas for future research.
Abstract: The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and “localisation” of the lean concept. Despite successful “lean” applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high‐volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research.
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01 Jan 2003
TL;DR: The modelo Toyota Contenido as mentioned in this paper is one of the claves del exito de Toyota, e.g., papel juega la calidad como estrategia de negocios.
Abstract: 1 ?Cuales son las claves del exito de Toyota? 2 ?Que papel juega la calidad como estrategia de negocios? 3 ?Cuales son las practicas gerenciales que aseguran el exito de esta compania? 4 ?Cuales son los factores a considerar para replicar el modelo Toyota en su compania? 5 ?Que cultura organizacional debe ser creada para alcanzar la excelencia? Algunas preguntas que responde El modelo Toyota Contenido
1,259 citations
Book•
08 May 2003
TL;DR: Lean Software Development helps you refocus development on value, flow, and people--so you can achieve breakthrough quality, savings, speed, and business alignment.
Abstract: From the Publisher:
In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental "lean" principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work Along the way, they introduce 22 "thinking tools" that can help you customize the right agile practices for any environment
Better, cheaper, faster software development You can have all three--if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development
Iterating towards excellence: software development as an exercise in discovery
Managing uncertainty: "decide as late as possible" by building change into the system
Compressing the value stream: rapid development, feedback, and improvement
Empowering teams and individuals without compromising coordination
Software with integrity: promoting coherence, usability, fitness, maintainability, and adaptability
How to "see the whole"--even when your developers are scattered across multiple locations and contractors
Simply put, Lean Software Development helps you refocus development on value, flow, and people--so you can achieve breakthrough quality, savings, speed, and business alignment
1,026 citations