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'''Lean services''' is the application of [[lean manufacturing]] [[Methods of production|production methods]] in the [[service industry]] (and related method adaptations). Lean services have among others been applied to US health care providers<ref>Ker, J. I., Wang, Y., Hajli, M. N., Song, J., & Ker, C. W. (2014). Deploying lean in healthcare: Evaluating information technology effectiveness in US hospital pharmacies. International Journal of Information Management, 34(4), 556-560.</ref> and the UK [[HMRC]].<ref>{{cite journal|title=Rethinking Lean Service|date=July 2009|first1=John|last1=Seddon|first2=Brendan|last2=O'Donovan}}</ref>
'''Lean services''' is the application of [[lean manufacturing]] [[Methods of production|production methods]] in the [[service industry]] (and related method adaptations). Lean services have among others been applied to US health care providers<ref>{{cite journal | last=Ker | first=Jun-Ing | last2=Wang | first2=Yichuan | last3=Hajli | first3=M. Nick | last4=Song | first4=Jiahe | last5=Ker | first5=Cappi W. | title=Deploying lean in healthcare: Evaluating information technology effectiveness in U.S. hospital pharmacies | journal=International Journal of Information Management | publisher=Elsevier BV | volume=34 | issue=4 | year=2014 | issn=0268-4012 | doi=10.1016/j.ijinfomgt.2014.03.003|url=https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2466789_code2224115.pdf?abstractid=2430838&mirid=1 | pages=556–560}}</ref> and the UK [[HMRC]].<ref name=seddon>{{cite book | last=Seddon | first=John | last2=O'Donovan | first2=Brendan | last3=Zokaei | first3=Keivan | title=Service Design and Delivery | chapter=Rethinking Lean Service | publisher=Springer US | publication-place=Boston, MA | year=2011 | isbn=978-1-4419-8320-6 | issn=1865-4924 | doi=10.1007/978-1-4419-8321-3_4 |url=https://leancompetency.org/wp-content/uploads/2015/12/Rethinking-Lean-Service.pdf| pages=41–60}}</ref>
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higher education, software development, and public and professional services. Conceptually, these implementations follow very similar routes to those in manufacturing settings, and often use some of the same tools and techniques. There are, however, many significant distinctions and the same tools can be applied in different ways. -->
higher education, software development, and public and professional services. Conceptually, these implementations follow very similar routes to those in manufacturing settings, and often use some of the same tools and techniques. There are, however, many significant distinctions and the same tools can be applied in different ways. -->
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Underlying method; [[Lean manufacturing]].
Underlying method; [[Lean manufacturing]].


Bicheno & Holweg provides an adapted view on waste for the method ("waste", see [[Lean_manufacturing#Key_Principles_&_Waste|Lean manufacturing, waste]] and [[The_Toyota_Way#The 14 principles|The Toyota Way, principle 2]]):<ref>{{cite book | title = The Lean Toolbox | last1 = Bicheno |first1= John |last2 = Holweg | first2 = Matthias | publisher= PICSIE |year=2009 |isbn=978-0-9541244-5-8}}</ref>{{Page needed|date=January 2019}}
Bicheno & Holweg provides an adapted view on waste for the method ("waste", see [[Lean_manufacturing#Key principles and waste|Lean manufacturing, waste]] and [[The_Toyota_Way#The 14 principles|The Toyota Way, principle 2]]):<ref>{{cite book | title = The Lean Toolbox | last1 = Bicheno |first1= John |last2 = Holweg | first2 = Matthias | publisher= PICSIE |year=2009 |isbn=978-0-9541244-5-8}}</ref>{{Page needed|date=January 2019}}
# ''Delay'' on the part of customers waiting for service, for delivery, in queues, for response, not arriving as promised.
# ''Delay'' on the part of customers waiting for service, for delivery, in queues, for response, not arriving as promised.
# ''Duplication''. Having to re-enter data, repeat details on forms, copy information across, answer queries from several sources within the same organisation.
# ''Duplication''. Having to re-enter data, repeat details on forms, copy information across, answer queries from several sources within the same organisation.
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==Criticism==
==Criticism==
[[John Seddon]] outlines challenges with Lean Services in his paper "Rethinking Lean Service" (Seddon 2009) using examples from the UK tax-authorities [[HMRC]].<ref>{{cite journal|title=Rethinking Lean Service|date=July 2009|first1=John|last1=Seddon|first2=Brendan|last2=O'Donovan}}</ref>
[[John Seddon]] outlines challenges with Lean Services in his paper "Rethinking Lean Service" (Seddon 2009) using examples from the UK tax-authorities [[HMRC]].<ref name=seddon/>
<!-- WE NEED SOURCES FOR THIS BEFORE WE CAN PUBLISH IT. THIS SEEMS TO BE SOMEWHAT MORE OF OPINIONS THAN PUBLISHED CONTENT. HIDING FOR NOW
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===5S in the office===
===5S in the office===
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[[Category:Customer service]]
[[Category:Customer service]]


<!-- HIDDEN NOTE, WILL INCORPORATE THIS INTO THE ARTICLE TOMORROW
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Womack & Jones (2005) for a correct use
Womack & Jones (2005) for a correct use
of lean in services it is necessary to apply important
of lean in services it is necessary to apply important

Latest revision as of 16:49, 13 December 2022

Lean services is the application of lean manufacturing production methods in the service industry (and related method adaptations). Lean services have among others been applied to US health care providers[1] and the UK HMRC.[2]

History

[edit]

Definition of "Service": see Service, Business Service and/or Service Economics. Lean Services history, see Lean manufacturing.

Lean manufacturing and Services, contrasted by Levitt; "Manufacturing looks for solutions inside the very tasks to be done... Service looks for solutions in the performer of the task." (T.Levitt, Production-Line Approach to Service, Harvard Business Review, September 1972).[3]

Method

[edit]

Underlying method; Lean manufacturing.

Bicheno & Holweg provides an adapted view on waste for the method ("waste", see Lean manufacturing, waste and The Toyota Way, principle 2):[4][page needed]

  1. Delay on the part of customers waiting for service, for delivery, in queues, for response, not arriving as promised.
  2. Duplication. Having to re-enter data, repeat details on forms, copy information across, answer queries from several sources within the same organisation.
  3. Unnecessary Movement. Queuing several times, lack of one-stop, poor ergonomics in the service encounter.
  4. Unclear communication, and the wastes of seeking clarification, confusion over product or service use, wasting time finding a location that may result in misuse or duplication.
  5. Incorrect inventory. Being out-of-stock, unable to get exactly what was required, substitute products or services.
  6. An opportunity lost to retain or win customers, a failure to establish rapport, ignoring customers, unfriendliness, and rudeness.
  7. Errors in the service transaction, product defects in the product-service bundle, lost or damaged goods.
  8. Service quality errors, lack of quality in service processes.

Shillingburg and Seddon separately provides an additional type of waste for the method:[5][page needed][6][title missing]

  1. Value Demand, services demanded by the customer. Failure Demand, production of services as a result of defects in the upstream system.

Criticism

[edit]

John Seddon outlines challenges with Lean Services in his paper "Rethinking Lean Service" (Seddon 2009) using examples from the UK tax-authorities HMRC.[2]

See also

[edit]

References

[edit]
  1. ^ Ker, Jun-Ing; Wang, Yichuan; Hajli, M. Nick; Song, Jiahe; Ker, Cappi W. (2014). "Deploying lean in healthcare: Evaluating information technology effectiveness in U.S. hospital pharmacies" (PDF). International Journal of Information Management. 34 (4). Elsevier BV: 556–560. doi:10.1016/j.ijinfomgt.2014.03.003. ISSN 0268-4012.
  2. ^ a b Seddon, John; O'Donovan, Brendan; Zokaei, Keivan (2011). "Rethinking Lean Service". Service Design and Delivery (PDF). Boston, MA: Springer US. pp. 41–60. doi:10.1007/978-1-4419-8321-3_4. ISBN 978-1-4419-8320-6. ISSN 1865-4924.
  3. ^ Levitt, Theodore (September 1972). "Production-Line Approach to Service". Harvard Business Review.
  4. ^ Bicheno, John; Holweg, Matthias (2009). The Lean Toolbox. PICSIE. ISBN 978-0-9541244-5-8.
  5. ^ Seddon, John (2003) Freedom from Command and Control: A Better Way to Make the Work Work, Vanguard Press.
  6. ^ Shillingburg, 2011


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