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Implementation of Lean in a Service Organization

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Implementation of Lean in a service organization for accomplishment require a levels of organizational obligation, employee independence, and information precision. However, the challenge might arise in the aspect of service management modification with the degree of customer contact, the service's individual customization, and concentration of labor (Verma, 2000). The client as a contributor in service formation in a co-value collaboration with the service producer is obliged to give important contribution and practical assistance.

Service organizations need unique management methods that go further than

merely adapting of management practices established in the manufacturing

associations. Consequently, the client ought to be well thought-out as an input that is being transformed in the course of the service process into an yield with some amount of fulfillment.

For the implementation of Lean to be successful, it is significant not to concentrate

just on the disparities among industries, however on distinctions surrounding processes.

Within the same industry, concern habitually vary in the way resources are been used and compete on the basis of diverse processes. Therefore, it is fundamental for the success of implementing a Lean service replica that it is modified toward the individual service dealing.

The evolution to a Lean organization entails a considerable investment of time

(Womack & Jones, 1996); while, Sheridan (2000), put forward that it takes about "three years to grow to be capable in applying tools such as setup reduction, standardize work and about five years to establish a firm truth in all tools."

Establishing a Lean approach in a service organization involves a well-built dedication and in specifically, the top management and the line staff must be part of the implementation processes. Expect the transformation is been championed by the top management and passed on to the entire workforce, implementing Lean idea is destined not to be a success (Holmes, 2007). An indispensible prerequisite is to engage the workforce of the services organization in

the Lean implementation improvement process. The participation of the workers in implementing the process which are subject to be enhanced is crucial to the success and the process possession matter must on no account be ignored (Bicheno & Holweg, 2009).

Obviously, a blend of common components are seen as essential for successful Lean implementation (Bashin & Burcher, 2006):

* Concurrently applying five or more technical Lean tools

* Sees Lean as a long term voyage

* Establish



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