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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 service''' is the application of [[lean manufacturing]] [[Methods of production|production methods, tools and techniques]] in the [[service industry]].<ref>{{Cite journal|last=Bowen|first=David E.|last2=Youngdahl|first2=William E.|date=1998-01-01|title=“Lean” service: in defense of a production‐line approach|url=https://doi.org/10.1108/09564239810223510|journal=International Journal of Service Industry Management|volume=9|issue=3|pages=207–225|doi=10.1108/09564239810223510|issn=0956-4233}}</ref> Lean service 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>
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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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== History ==
== History ==
Definition of "Service": see [[wikt:Special:Search/service|Service]], [[Service_(business)|Business Service]] and/or [[Service_(economics)|Service Economics]]. Lean Services history, see [[Lean manufacturing]].
Definition of "Service": see [[wikt:Special:Search/service|Service]], [[Service_(business)|Business Service]] and/or [[Service_(economics)|Service Economics]]. Lean Service 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).<ref>https://hbr.org/1972/09/production-line-approach-to-service</ref>
Lean manufacturing and Service, 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).<ref>https://hbr.org/1972/09/production-line-approach-to-service</ref>
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not limited to office or administration, but also wider service situations that are not necessarily repetitive, where task time is not applicable, and where task times may be both long and variable. Service in this context could mean anything from a hospital to a university, from an office process to a consultancy, and from a warehouse to field service maintenance. "Service" refers to the service concept or product service bundle, which are all the activities that provide value to the customer along a value stream. {{citation needed|date=Feb 2020}}-->
not limited to office or administration, but also wider service situations that are not necessarily repetitive, where task time is not applicable, and where task times may be both long and variable. Service in this context could mean anything from a hospital to a university, from an office process to a consultancy, and from a warehouse to field service maintenance. "Service" refers to the service concept or product service bundle, which are all the activities that provide value to the customer along a value stream. {{citation needed|date=Feb 2020}}-->
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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 Service 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>
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===5S in the office===
===5S in the office===

Revision as of 17:39, 11 February 2021

Lean service is the application of lean manufacturing production methods, tools and techniques in the service industry.[1] Lean service have among others been applied to US health care providers[2] and the UK HMRC.[3]

History

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

Lean manufacturing and Service, 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).[4]

Method

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):[5][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:[6][page needed][7][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

John Seddon outlines challenges with Lean Service in his paper "Rethinking Lean Service" (Seddon 2009) using examples from the UK tax-authorities HMRC.[8]

See also

References

  1. ^ Bowen, David E.; Youngdahl, William E. (1998-01-01). ""Lean" service: in defense of a production‐line approach". International Journal of Service Industry Management. 9 (3): 207–225. doi:10.1108/09564239810223510. ISSN 0956-4233.
  2. ^ 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.
  3. ^ Seddon, John; O'Donovan, Brendan (July 2009). "Rethinking Lean Service". {{cite journal}}: Cite journal requires |journal= (help)
  4. ^ https://hbr.org/1972/09/production-line-approach-to-service
  5. ^ Bicheno, John; Holweg, Matthias (2009). The Lean Toolbox. PICSIE. ISBN 978-0-9541244-5-8.
  6. ^ Seddon, John (2003) Freedom from Command and Control: A Better Way to Make the Work Work, Vanguard Press.
  7. ^ Shillingburg, 2011
  8. ^ Seddon, John; O'Donovan, Brendan (July 2009). "Rethinking Lean Service". {{cite journal}}: Cite journal requires |journal= (help)


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