Drishtikon: A Management Journal

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Framework of Training for Lean Service


Affiliations
1 School of Management Studies, Techno India, Kolkata, West Bengal, India
     

   Subscribe/Renew Journal


The direct applicability of human resource activities in Lean service, hitherto, a relatively unexplored field have been focused in this paper. The seven major lean principles have the potential of being applied for significant improvement in organizational performance and creation of congenial environment in the organization. Out of the seven principles, elimination of waste, thereby creating value-added service is one of the major strategic imperatives in the present scenario.

Training, one of the constructive subsystems of the HRD system, has the potential of playing an important role in realizing this objective. Lean training, typically characterized as mutual training with a holistic developmental perspective encompassing both trainers and trainees, is different from traditional training approaches. An attempt is made to identify the quintessential features of training initiatives for different levels of employees and propose some guidelines which may be advantageously referred to by senior management to design tailor-made lean thinking module.


Keywords

Lean Manufacturing, Lean Service, Lean Training, Lean Framework.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abdi, F., Khalili S. S., & Seyed, H. S. (2006). Glean lean: How to use lean approach in service industries? Journal of Services Research, 191-206.

  • Adler, P. S. (1990). Shared learning. Management Science, 36, 938–957.

  • Ahlstrom, P. (2004). Lean service operations: Translating lean production principles to service operations. International Journal of Services Technology and Management, 5(5), 545- 564.

  • Aster Training. (n.d). Lean business simulation game. Retrieved July 31, 2008, from http://www. aster-training.co.uk/component/page,shop. product_details/flypage,flypage_others/ product_id, 64 /category _id,17/manufacturer_id,0/option,com_virtuemart/Itemid,161

  • Bicheno, J., & Holweg, M. (2009). The lean toolbox. Buckingham: PICSIE Books.

  • Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C. B., Wall, T. D., & Wood, S. J. (2008). The impact of human resource and operational management practices on company productivity: A longitudinal study. Personnel Psychology, 61, 467–501.

  • Bloom, B. S. (1984). Taxonomy of Educational Objectives. Boston, MA: Allyn and Bacon.

  • Bonaccorsi, A., Carmignani, G., & Zammori, F. (2011). Service value stream management (SVSM): Developing lean thinking in the service industry. Journal of Service Science and Management, 4, 428-439.

  • Bremner, B., & Dawson, C. (2003, November 17.). Can anything stop Toyota? Business Week.(Reported by Kathleen Kerwin, Christopher Palmeri & Paul Magnusson).

  • Brown, C. B., Collins, T. R., & McCombs, E. L. (2006). Transformation from batch to lean manufacturing: The performance issues. Engineering Management Journal, 18, 3–13.

  • Catterall, K. J. (2008). A lean view on an eastern cape logistics service provider. Faculty of business and economic sciences, The Nelson Mandela Metropolitan University. (Retrieved from dspace.nmmu. ac.za:8080/.../A lean view on% 20an% 20 eastern cape logistics).

  • Cheetham, G., & Chivers, G. (2001). How professionals learn in practice: an investigation of informal learning amongst people working in professions. Journal of European Industrial Training, 25(5), 247 – 292.

  • Clarberg, V., & Malmqvist, M. (2010). Lean on hr- explorative study on wastes in the human resource flow. Unpublished Bachelor’s Dissertation, Department of Management & Organization, Stockholm School of Economics, Sweden. Retrieved from http://arc.hhs.se/ download.aspx?MediumId=930

  • Cua, K. O., McKone, K. E., & Schroeder, R. G. (2001). Relationships between implementation of TQM, JIT, and TPM and Manufacturing Performance. Journal of Operations Management, 19, 675–694.

  • Damrath, F. (2012). Increasing competitiveness of service companies: developing conceptual models for implementing Lean Management in service companies. Master’s Thesis, Politecnico di Milano, Thesis ID number: 2012:125. Retrieved from kth.diva-portal.org/smash/get/ diva2:557034/FULLTEXT01.pdf )

  • Delaney, J. T., & Huselid, M.A. 1996. The impact o f human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39(4), 949-969.

  • de Menezes, L. M., Wood, S., & Gelade, G. (2010). The integration of human resource and operation management practices and its link with performance: A longitudinal latent class study. Journal of Operations Management, 28, 455–471.

  • Dennis, P. (2007). Lean Production Simplified (2nd ed.). New York, NY: Productivity Press.

  • Ehrlich, B. (2006). Service with a smile: Lean solutions extend beyond the factory floor. Industrial Engineer, 38(8), 40-44.

  • Fullerton, R. R., & Wempe, W. F. (2009). Lean manufacturing, non-financial performance measures, and financial performance. International Journal of Operations and Production Management, 29, 214-240.

  • George, M. L. 2003. Lean six sigma for service. McGraw-Hill.

  • Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: A review of contemporary lean thinking. International Journal of Operations & Production Management, 24(10), 994-1011.

  • Holmes, F. (2007). Is your office as lean as your production line? Manufacturing Engineering, 139(3), 20-21.

  • Hopp, W., & Spearman, M. (2004). To pull or not to pull: What is the question? Manufacturing and Service Operations Management, 6(2), 133-148.

  • Karlsson, C., Rognes, J., & Nordgren, H. (1995). A model for lean production in healthcare. Working Paper p. 74. Institute for Management of Innovation and Technology.

  • Kollberg, B., Dahlgaard, J. J., & Brehmer, P. (2007). Measuring lean initiatives in health care services: Issues and findings. International Journal of Productivity and Performance Management, 56, 7-24.

  • Kuriger, G., Wan, H., Mirehei, S., Tamma, S., & Chen, F. F. (2010). A web-based lean simulation game for office operations: Training the other side of a lean enterprise. Simulation & Gaming, 41(4), 487–510.

  • Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacture. New York, NY: McGraw-Hill.

  • MacDuffie, J. P., & Pil, F. K. (1995). The international assembly plant study: Philosophical and methodological issues. In S. Babson (Ed.), Lean work: Empowerment and exploitation in the global auto industry, pp. 181–196. Detroit, MI: Wayne State University Press.

  • The NESTADT Consulting. (n.d.). Mainland simulation game. Retrieved from http://www .nestadt.com.au/pages/default.cfm?page_id=22508

  • Olsen, E. O. (2004). Lean manufacturing management: The relationship between practice and firm level financial performance. PhD Dissertation. The Ohio State University. Retrieved from ProQuest Digital Dissertations (UMI number: 3148201).

  • Phillips, J. J. (1996a). How much is the training worth? Training and Development, 50(4): 20-24.

  • Phillips, J. J. (1996b). Was it the training? Training and Development, 50(3), 28-32.

  • Piatkowski, M. (2004). Training Recommendations for Implementing Lean Manufacturing. Retrieved from www.lean.org/common/ display/?o=45

  • Shah, R., & Ward, P. T. (2003). Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management, 21(2), 129-149.

  • Shah, R., & Ward, P. T. (2007). Defining and developing measures of lean production. Journal of Operations Management, 25, 785–805.

  • Shannon, P. W., & Fry, P. C. (2003). Improving throughput, reducing lead time, and managing constraints: A computer simulation-based exercise. Decision Sciences Journal of Innovative Education, 1(2), 313-316.

  • Spear, S., & Bowen, H. K. (1999). Decoding the DNA of the TPS. Harvard Business Review, 95-106.

  • Staats, B. R., Brunner, D. J., & Upton, D. M. (2011). Lean principles, learning, and knowledge work: Evidence from a software services provider. Journal of Operations Management, 29, 376-390.

  • Swanson, D. A. (1998). Demonstrating the financial benefit of human resource development: Status and update on the theory and practice. Human Resource Development Quarterly, 9(3), 285-295.

  • Tepsich, C. (2010). Process improvements in after sales quality management -Lean principles implementation in a service context. Master’s Thesis. Politecnico di Milano. Retrieved from http://hdl.handle. net/10589/723

  • Visionary Products. (n.d.). Lean zone office. Retrieved from http://www. visionaryproducts.biz/index.cfm?action=page&contentid=128

  • Wan, H., Chen, F. F., & Saygin, C. (2008). Simulation and training for lean implementation using web-based technology. International Journal of Services Operations and Informatics, 3, 1-14.

  • Womack, J. P., & Jones, D. T. (1994). From lean production to the lean enterprise (cover story). Harvard Business Review, 72(2), 93-103.

  • Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Simon & Schuster.

  • Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the World: The story of lean production. New York, NY: Rawson Associates.

  • Womack, J. P., Jones, D. T., & Roos, D. (1991). The machine that changed the World: The Story of Lean Production. New York, NY: Harper Perennial.

  • Yazici, H. J. (2006). Simulation modeling of a facility layout in operations management classes. Simulation & Gaming, 37, 77-87.

  • Zimmerman, B. J., & Kitsantas, A. (2005). Student’s perceived responsibility and completion of homework: The role of self-regulatory beliefs and processes. Contemporary Educational Psychology, 30, 397-417.


Abstract Views: 494

PDF Views: 0




  • Framework of Training for Lean Service

Abstract Views: 494  |  PDF Views: 0

Authors

Shamima Haque
School of Management Studies, Techno India, Kolkata, West Bengal, India
Sandeep Ray Chaudhuri
School of Management Studies, Techno India, Kolkata, West Bengal, India

Abstract


The direct applicability of human resource activities in Lean service, hitherto, a relatively unexplored field have been focused in this paper. The seven major lean principles have the potential of being applied for significant improvement in organizational performance and creation of congenial environment in the organization. Out of the seven principles, elimination of waste, thereby creating value-added service is one of the major strategic imperatives in the present scenario.

Training, one of the constructive subsystems of the HRD system, has the potential of playing an important role in realizing this objective. Lean training, typically characterized as mutual training with a holistic developmental perspective encompassing both trainers and trainees, is different from traditional training approaches. An attempt is made to identify the quintessential features of training initiatives for different levels of employees and propose some guidelines which may be advantageously referred to by senior management to design tailor-made lean thinking module.


Keywords


Lean Manufacturing, Lean Service, Lean Training, Lean Framework.

References