Change Management via Data Analytics for a successful Lean Transformation of Public Companies

Data analytics is one of the biggest "revolutions" that have taken place in recent years at the business level, enabling many companies to go through a digital transformation, reducing risks and costs and making them more Agile and Lean. Data analytics is a process with heavy business relevance, companies are analyzing data - numbers mainly - and trying to determine decisions for the future based on it. Hence, severe pressure is being posed on public companies to dwindle their operational costs. A method contributing to this direction is the Lean philosophy, as through proper strategies, with its practices and tools leads to substantial resources saving. Each company possesses a unique way of integrating the principles and practices of Lean Management. In other words, there is no specific methodology, which is applicable by every business worldwide. Explicit condition for the success of Lean Management is the presence of the Effective Change Management. Data analysis is achieved by using the quantitative research method, which highlights the existence of influence as a "moderator effect" of the strategy followed by an effective change management compared to the aforementioned critical success factors (CSFs) was examined by performing interaction analysis in "IBM SPSS Amos 21, so that the parsimonious transformation is feasible. The quantitative approach is based on sample research with standardized questionnaire actualized at the two biggest Greek companies of public interest and utility purpose. The data from the participants’ responses ere inserted on a data basis «SPSS Version 23 for Windows». The findings of the research showed that human and organizational factors determine the greatest part of the effective integration of the Lean Management in public companies. The study examined, the influence of an Effective Change Management on important CSFs for a successful integration Lean Management (Lean Transformation) in Greek public companies. Also contributes to fill a research gap on the impact of Lean Management in public companies, since the vast majority of research work is focused on the private sector.

An empirical research on achieving success with Lean

Several companies apply lean manufacturing however the implementation in organizations is not always successful. One of the difficulties is deciding which of the lean approach to avoid the failure; therefore this paper reviews the key concepts and attributes of the lean paradigm, and identifies how they can be applied to ETP’s current operational practices. The study results show a successful lean transformation case study. Practically, this is a comprehensive guideline for practitioners to implement Lean in their organizations to make better decisions.

A conceptual model of Lean culture adoption in healthcare

PurposeThis work seeks to offer a greater understanding of Lean healthcare implementation challenges conceptually taking a situated cultural organizational change perspective.Design/methodology/approachA descriptive model of healthcare organizations’ Lean adoption trajectories is built using ripple and bridging modelization strategies from elements of three classic organizational change theories and knowledge from Lean, organizational culture, healthcare and operations management literature.FindingsThe “contingent Lean culture adoption” (CLCA) model suggests five theoretical trajectories the healthcare organizations may experience when conducting a Lean transformation. These trajectories evolve from a new concept of Lean cultural friction (LCF) which represents cultural friction that a healthcare organization encounters toward an ultimate Lean culture proficiency state through time. From high to low initial LCF, a healthcare organization may in its Lean proficiency course end up in three states: lower, similar or higher LCF situation.Research limitations/implicationsThe CLCA model demonstrates the potential to be developed into a framework and possibly a Lean cultural friction theory pending further qualitative and quantitative validation.Practical implicationsThe CLCA model may help healthcare managers to use more appropriate cultural change strategies during their organization’s Lean journey.Originality/valueThis work enriches the concept of Lean cultural change which may apply not only to healthcare organizations but also to other ones. It suggests the existence of a healthcare organization Lean culture proficiency archetype and introduces the notion of Lean cultural friction.

Measuring Lean Culture: Designing a Research Instrument

Transformation from conventional manufacturing system to lean manufacturing system has enabled many manufacturing companies to reduce waste and ultimately achieve operational excellence. Unfortunately, there were also many reported cases where manufacturers failed to sustain the transformation until they achieve the ultimate result. Converting organization’s culture into the lean culture is often claimed as one of the mechanisms to sustain lean transformation in manufacturing organizations. Thus, measuring to what level lean manufacturers have converted their organization’s culture relative to lean culture characteristics is critical. Selfadministered questionnaire is a practical research instrument to measure the level of lean culture in multiple manufacturing organizations that are located in far-reaching geographical as it saves time, money and effort. In this paper, 36 questionnaire items for measuring lean culture has been designed. These items can be used as parameters for predicting sustainability of lean transformation using statistical analysis such as linear regression or structural equation modelling.

Value-based lean implementation in a surgical unit: the impact of the methodology

PurposeThis paper aims to present a method for strategic planning and implementation processes in health care based on lean management.Design/methodology/approachWithin the framework of the action research methodology, the authors present the ten steps of a kaizen project, which enable lean transformation over a period of time. The study is underpinned by a literature review of enablers and barriers and an implementation case in a tertiary care hospital.FindingsKey points and possible contingency issues are presented for each of the steps, and a successful lean tools intervention is illustrated by examples of improvement projects of the surgical process. Conclusions of the implementation establish a roadmap for improvement projects in hospital environments based on lean management, thus bridging the existing gap between the large number of theoretical projects (much of the projects described are not sustainable over time as the hospital sector is very particular) that have failed to be implemented, or been paused mid-term, and the self-sustaining projects developed by improvement teams in the hospital.Originality/valueThe study details knowledge gleaned from a three-year project entailing various stages: forming improvement teams; training health-care professionals in lean management; drawing up a process map to identify value stream mapping improvement opportunities; implanting projects and verifying the results obtained; and finally, laying the cornerstones, which would make the project self-sustaining and open to long-term continuous improvement.