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Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence

Received: 5 October 2014     Accepted: 16 October 2014     Published: 11 December 2014
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Abstract

Due to globalization industries are rapidly growing throughout the world which leads to many manufacturing organizations. But recently service industries are beginning to emerge in large numbers almost in all parts of the world including some developing countries. In this context organizations need to have strong competitive advantage over their rivals to achieve their strategic business goals. Manufacturing industries are adopting many methods and techniques in order to achieve such competitive edge. Over the last decades manufacturing industries have been successfully practicing lean concept to optimize their production lines. Due to its huge success in manufacturing context lean has made its way into the service industry. From past literature it has been observed that there hasn’t been any significant research development of lean applicability for service industry. In fact very little importance has been addressed to service in the area of operations management. Service industries are far behind than manufacturing industries in terms of operations improvement. It will be a hectic job to transfer the lean concept from production floor to service back/front office which will obviously yield possible improvement. Service processes are not as visible as production processes and can be very complex. Lack of research in this area made it quite difficult for service industries as there are no standardized frameworks for successfully implementing lean concept in service organization. The purpose of this research paper is to capture the present scenario of service industry in terms of lean implementation. Thorough analysis of past literature will be done on the applicability and understanding of lean in service structure. Classification of research papers will be done and critical factors will be unveiled which leads to a conceptual framework for implementing lean in service industry to achieve operational excellence.

Published in International Journal of Business and Economics Research (Volume 3, Issue 6-1)

This article belongs to the Special Issue Supply Chain Management: Its Theory and Applications

DOI 10.11648/j.ijber.s.2014030601.20
Page(s) 65-73
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2014. Published by Science Publishing Group

Keywords

Lean Service, Lean Literature Classification, Lean Implementation, Service Industry, Service Excellence

References
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[5] Black, J. R., & Miller, D. (2008). The Toyota way to healthcare excellence: Increase efficiency and improve quality with Lean. Chicago: Health Administration Press.
[6] Piercy, N. and Rich, N., 2009. High quality and low cost: The lean service centre. European Journal of Marketing, 43 (11-12), pp. 1477-1497.
[7] George, L. M. (2003) Lean Six Sigma For Service – How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions. USA: McGraw-Hill.
[8] Sarkar, D. (2011) Process Excellence Network [online], available: http://www.processexcellencenetwork.com/lean-six-sigma-business-transformation/articles/challenges-of-service-lean-implementation/ [accessed 09 May 2014].
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[10] Suárez-Barraza, M. F., Smith, T., & Dahlgaard-Park, S. (2012). Lean Service: A literature analysis and classification. Total Quality Management & Business Excellence, 23(3/4), 359-380.
[11] Womack, J.P. and Jones, D.T. (1996), Lean Thinking, Simon & Schuster, New York, NY, pp. 90-8.
[12] Lipley, N. (2008). Lean times ahead. Nursing Management, 15(1), 1–3.
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[18] Swank, C. K. (2003) The Lean service Machine. Harvard Business Review, 123-129.
[19] Greenwood, T., Bradford, M., & Green, B. (2002). Becoming a lean enterprise: A tale of two firms. Strategic Finance, 84(5), 32–39.
[20] Hallowell R., (1996) "The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study", International Journal of Service Industry Management, Vol. 7 Iss: 4, pp.27 – 42.
[21] Suarez-Barraza, M.F., & Ramis-Pujol, J. (2008). Process standardisation and sustainable continuous improvement: A closer look at the application of ISO 9000 to Logron˜o City Council (Spain). International Journal of Quality and Standards, 1(2), 1–35.
[22] Bhatia, N., & Drew, J. (2006). Applying lean production to the public sector. The McKinsey Quarterly, 3, 97–98.
[23] Aherne, J. (2007). Think lean. Nursing Management, 13(10), 13–15.
[24] Logothetis, N. (1995). Towards a quality management of education. Total Quality Management, 6(5/6), 479–486.
[25] Dahlgaard, J.J., & Ostergaard, P. (2000). TQM and lean thinking in higher education. Sinergie, Rapporti di Recerca, (9), 23–40.
[26] Comm, C., & Mathaisel, D. (2005). A case study in applying lean sustainability concepts to universities. International Journal of Sustainability in Higher Education, 6(2), 134–146.
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Cite This Article
  • APA Style

    Mofizul Islam Awwal. (2014). Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence. International Journal of Business and Economics Research, 3(6-1), 65-73. https://doi.org/10.11648/j.ijber.s.2014030601.20

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    ACS Style

    Mofizul Islam Awwal. Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence. Int. J. Bus. Econ. Res. 2014, 3(6-1), 65-73. doi: 10.11648/j.ijber.s.2014030601.20

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    AMA Style

    Mofizul Islam Awwal. Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence. Int J Bus Econ Res. 2014;3(6-1):65-73. doi: 10.11648/j.ijber.s.2014030601.20

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  • @article{10.11648/j.ijber.s.2014030601.20,
      author = {Mofizul Islam Awwal},
      title = {Breaking the Barrier of Service Hostility: A Lean Approach to Achieve Operational Excellence},
      journal = {International Journal of Business and Economics Research},
      volume = {3},
      number = {6-1},
      pages = {65-73},
      doi = {10.11648/j.ijber.s.2014030601.20},
      url = {https://doi.org/10.11648/j.ijber.s.2014030601.20},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijber.s.2014030601.20},
      abstract = {Due to globalization industries are rapidly growing throughout the world which leads to many manufacturing organizations. But recently service industries are beginning to emerge in large numbers almost in all parts of the world including some developing countries. In this context organizations need to have strong competitive advantage over their rivals to achieve their strategic business goals. Manufacturing industries are adopting many methods and techniques in order to achieve such competitive edge. Over the last decades manufacturing industries have been successfully practicing lean concept to optimize their production lines. Due to its huge success in manufacturing context lean has made its way into the service industry. From past literature it has been observed that there hasn’t been any significant research development of lean applicability for service industry. In fact very little importance has been addressed to service in the area of operations management. Service industries are far behind than manufacturing industries in terms of operations improvement. It will be a hectic job to transfer the lean concept from production floor to service back/front office which will obviously yield possible improvement. Service processes are not as visible as production processes and can be very complex. Lack of research in this area made it quite difficult for service industries as there are no standardized frameworks for successfully implementing lean concept in service organization. The purpose of this research paper is to capture the present scenario of service industry in terms of lean implementation. Thorough analysis of past literature will be done on the applicability and understanding of lean in service structure. Classification of research papers will be done and critical factors will be unveiled which leads to a conceptual framework for implementing lean in service industry to achieve operational excellence.},
     year = {2014}
    }
    

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    AU  - Mofizul Islam Awwal
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    AB  - Due to globalization industries are rapidly growing throughout the world which leads to many manufacturing organizations. But recently service industries are beginning to emerge in large numbers almost in all parts of the world including some developing countries. In this context organizations need to have strong competitive advantage over their rivals to achieve their strategic business goals. Manufacturing industries are adopting many methods and techniques in order to achieve such competitive edge. Over the last decades manufacturing industries have been successfully practicing lean concept to optimize their production lines. Due to its huge success in manufacturing context lean has made its way into the service industry. From past literature it has been observed that there hasn’t been any significant research development of lean applicability for service industry. In fact very little importance has been addressed to service in the area of operations management. Service industries are far behind than manufacturing industries in terms of operations improvement. It will be a hectic job to transfer the lean concept from production floor to service back/front office which will obviously yield possible improvement. Service processes are not as visible as production processes and can be very complex. Lack of research in this area made it quite difficult for service industries as there are no standardized frameworks for successfully implementing lean concept in service organization. The purpose of this research paper is to capture the present scenario of service industry in terms of lean implementation. Thorough analysis of past literature will be done on the applicability and understanding of lean in service structure. Classification of research papers will be done and critical factors will be unveiled which leads to a conceptual framework for implementing lean in service industry to achieve operational excellence.
    VL  - 3
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Author Information
  • MIP School, Politecnico di Milano, Milano, Italy

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