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Application of [[Lean Manufacturing]] [[Methods_of_production|production methods]] in the [[Services|Service industry]]. Lean Services are documented as applied to health care <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>.
Application of [[Lean Manufacturing]] [[Methods_of_production|production methods]] in the [[Services|Service industry]]. Lean Services have 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. -->

Revision as of 00:46, 12 February 2020

Application of Lean Manufacturing production methods in the Service industry. Lean Services have been applied to US health care providers[1] and the UK HMRC[2].

History

Wikipedia Service definitions include; Business Service, Service Economics. See Lean manufacturing for Lean Services' history. The difference between Lean Services and Manufacturing is explored by Levitt in his 1972 article; "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

See Lean Manufacturing for underlying method.

Bicheno & Holweg's adapted view on Waste (see The Toyota Way, principle 2) for Services:[4][page needed]

  1. Delay on the part of customers waiting for service, for delivery, in queues, for response, not arriving as promised. The customer’s time may seem free to the provider, but when she takes custom elsewhere the pain begins.
  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.

Lean Services, on contrary from Lean Manufacturing, includes the waste type "Value/Failure Demand".[5][page needed]

  • Value Demand, the demand for service from customers.
  • Failure Demand, the delivery or production of products and services downstream as a result of defects in the system upstream.[6][title missing]

Criticism

John Seddon outlines challenges with Lean Services in his paper "Rethinking Lean Service" (Seddon 2009) using examples from the UK tax-authorities HMRC.[7]

See also

References

  1. ^ 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.
  2. ^ Seddon, John; O'Donovan, Brendan (July 2009). "Rethinking Lean Service". {{cite journal}}: Cite journal requires |journal= (help)
  3. ^ https://hbr.org/1972/09/production-line-approach-to-service
  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
  7. ^ Seddon, John; O'Donovan, Brendan (July 2009). "Rethinking Lean Service". {{cite journal}}: Cite journal requires |journal= (help)
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