Is lean service promising? A socio-technical perspective
Purpose – The purpose of this paper is to contribute to the ongoing debate about the effectiveness of lean practices in the service sector. Design/methodology/approach – This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used...
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| Veröffentlicht in: | International journal of operations & production management 2016-06, Vol.36 (6), p.618-642 |
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| container_title | International journal of operations & production management |
| container_volume | 36 |
| creator | Hadid, Wael Mansouri, S. Afshin Gallear, David |
| description | Purpose
– The purpose of this paper is to contribute to the ongoing debate about the effectiveness of lean practices in the service sector.
Design/methodology/approach
– This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used to reduce the data and identify the underlying dimensions of lean service, and partial least squares structural equation modelling is used to test the developed model.
Findings
– The results indicate that the social bundles of lean service had an independent positive impact on firm operational and financial performance. Furthermore, while the technical bundles had an independent positive effect on only the operational performance, they interacted with the social bundles to improve both the operational and financial performance. The findings suggest that service managers must follow a systematic approach when implementing lean service practices without focusing on one side of the system at the expense of the other.
Practical implications
– The paper highlights the importance of implementing lean service as a socio-technical system (STS) if service firms are to achieve the best possible benefits from their implementation. The motivation factor (social side) and the customer value factor (technical side) are capable of improving all operational performance dimensions and profit margin even if implemented alone. Therefore, service managers with limited resources are encouraged to start lean service implementation with practices within these factors. However, they can also expect improved operational and financial performance from implementing other factors as they positively interact to further improve performance.
Originality/value
– Viewing lean service as a STS, this paper incorporates a larger set of lean practices than previous studies and demonstrates empirically their capability of improving service firms’ operational and financial performance. It contributes significantly to the emerging literature on lean service by empirically testing the mechanism through which lean service affects firm performance. |
| doi_str_mv | 10.1108/IJOPM-01-2015-0008 |
| format | Article |
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– The purpose of this paper is to contribute to the ongoing debate about the effectiveness of lean practices in the service sector.
Design/methodology/approach
– This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used to reduce the data and identify the underlying dimensions of lean service, and partial least squares structural equation modelling is used to test the developed model.
Findings
– The results indicate that the social bundles of lean service had an independent positive impact on firm operational and financial performance. Furthermore, while the technical bundles had an independent positive effect on only the operational performance, they interacted with the social bundles to improve both the operational and financial performance. The findings suggest that service managers must follow a systematic approach when implementing lean service practices without focusing on one side of the system at the expense of the other.
Practical implications
– The paper highlights the importance of implementing lean service as a socio-technical system (STS) if service firms are to achieve the best possible benefits from their implementation. The motivation factor (social side) and the customer value factor (technical side) are capable of improving all operational performance dimensions and profit margin even if implemented alone. Therefore, service managers with limited resources are encouraged to start lean service implementation with practices within these factors. However, they can also expect improved operational and financial performance from implementing other factors as they positively interact to further improve performance.
Originality/value
– Viewing lean service as a STS, this paper incorporates a larger set of lean practices than previous studies and demonstrates empirically their capability of improving service firms’ operational and financial performance. It contributes significantly to the emerging literature on lean service by empirically testing the mechanism through which lean service affects firm performance.</description><identifier>ISSN: 0144-3577</identifier><identifier>EISSN: 1758-6593</identifier><identifier>DOI: 10.1108/IJOPM-01-2015-0008</identifier><language>eng</language><publisher>Bradford: Emerald Group Publishing Limited</publisher><subject>Bundles ; Bundling ; Business metrics ; Customer services ; Design analysis ; Empirical analysis ; Employees ; Factor analysis ; Inventory ; Lean manufacturing ; Management science & operations ; Managers ; Manufacturers ; Mathematical models ; Model testing ; Motivation ; Operations management ; Operations/process management ; Performance enhancement ; Preventive maintenance ; Production management ; Productivity ; Profits ; Social aspects ; Strategic planning ; Total quality</subject><ispartof>International journal of operations & production management, 2016-06, Vol.36 (6), p.618-642</ispartof><rights>Emerald Group Publishing Limited</rights><rights>Emerald Group Publishing Limited 2016</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c540t-86b703fc78aafcfbd1e607d78f5a3fa6608d51d4e22f504fa1e075fac2d2b8e73</citedby><cites>FETCH-LOGICAL-c540t-86b703fc78aafcfbd1e607d78f5a3fa6608d51d4e22f504fa1e075fac2d2b8e73</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-01-2015-0008/full/pdf$$EPDF$$P50$$Gemerald$$H</linktopdf><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/IJOPM-01-2015-0008/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>315,781,785,968,11640,27929,27930,52691,52694</link.rule.ids></links><search><creatorcontrib>Hadid, Wael</creatorcontrib><creatorcontrib>Mansouri, S. Afshin</creatorcontrib><creatorcontrib>Gallear, David</creatorcontrib><title>Is lean service promising? A socio-technical perspective</title><title>International journal of operations & production management</title><description>Purpose
– The purpose of this paper is to contribute to the ongoing debate about the effectiveness of lean practices in the service sector.
Design/methodology/approach
– This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used to reduce the data and identify the underlying dimensions of lean service, and partial least squares structural equation modelling is used to test the developed model.
Findings
– The results indicate that the social bundles of lean service had an independent positive impact on firm operational and financial performance. Furthermore, while the technical bundles had an independent positive effect on only the operational performance, they interacted with the social bundles to improve both the operational and financial performance. The findings suggest that service managers must follow a systematic approach when implementing lean service practices without focusing on one side of the system at the expense of the other.
Practical implications
– The paper highlights the importance of implementing lean service as a socio-technical system (STS) if service firms are to achieve the best possible benefits from their implementation. The motivation factor (social side) and the customer value factor (technical side) are capable of improving all operational performance dimensions and profit margin even if implemented alone. Therefore, service managers with limited resources are encouraged to start lean service implementation with practices within these factors. However, they can also expect improved operational and financial performance from implementing other factors as they positively interact to further improve performance.
Originality/value
– Viewing lean service as a STS, this paper incorporates a larger set of lean practices than previous studies and demonstrates empirically their capability of improving service firms’ operational and financial performance. It contributes significantly to the emerging literature on lean service by empirically testing the mechanism through which lean service affects firm performance.</description><subject>Bundles</subject><subject>Bundling</subject><subject>Business metrics</subject><subject>Customer services</subject><subject>Design analysis</subject><subject>Empirical analysis</subject><subject>Employees</subject><subject>Factor analysis</subject><subject>Inventory</subject><subject>Lean manufacturing</subject><subject>Management science & operations</subject><subject>Managers</subject><subject>Manufacturers</subject><subject>Mathematical models</subject><subject>Model testing</subject><subject>Motivation</subject><subject>Operations management</subject><subject>Operations/process management</subject><subject>Performance enhancement</subject><subject>Preventive maintenance</subject><subject>Production management</subject><subject>Productivity</subject><subject>Profits</subject><subject>Social aspects</subject><subject>Strategic planning</subject><subject>Total quality</subject><issn>0144-3577</issn><issn>1758-6593</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2016</creationdate><recordtype>article</recordtype><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><sourceid>GUQSH</sourceid><sourceid>M2O</sourceid><recordid>eNptkT1PwzAURS0EEqXwB5gisbAY3nPi2J1QVfFRVFQGmC3XeYZUaVLstBL_HpeygJjecu7V1XmMnSNcIYK-nj7On584IBeAkgOAPmADVFLzUo7yQzYALAqeS6WO2UmMy0SIHOWA6WnMGrJtFilsa0fZOnSrOtbt2002zmLn6o735N7b2tkmW1OIa3J9vaVTduRtE-ns5w7Z693ty-SBz-b308l4xp0soOe6XCjIvVPaWu_8okIqQVVKe2lzb8sSdCWxKkgIL6HwFgmU9NaJSiw0qXzILve9adjHhmJv0jxHTWNb6jbRoMZUOFJCJPTiD7rsNqFN64xALBTKIi8TJfaUC12MgbxZh3plw6dBMDuZ5lumATQ7mWYnM4VwH6IVBdtU_2d-PSD_AgHhdYM</recordid><startdate>20160606</startdate><enddate>20160606</enddate><creator>Hadid, Wael</creator><creator>Mansouri, S. 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A socio-technical perspective</title><author>Hadid, Wael ; Mansouri, S. Afshin ; Gallear, David</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c540t-86b703fc78aafcfbd1e607d78f5a3fa6608d51d4e22f504fa1e075fac2d2b8e73</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2016</creationdate><topic>Bundles</topic><topic>Bundling</topic><topic>Business metrics</topic><topic>Customer services</topic><topic>Design analysis</topic><topic>Empirical analysis</topic><topic>Employees</topic><topic>Factor analysis</topic><topic>Inventory</topic><topic>Lean manufacturing</topic><topic>Management science & operations</topic><topic>Managers</topic><topic>Manufacturers</topic><topic>Mathematical models</topic><topic>Model testing</topic><topic>Motivation</topic><topic>Operations management</topic><topic>Operations/process management</topic><topic>Performance enhancement</topic><topic>Preventive maintenance</topic><topic>Production management</topic><topic>Productivity</topic><topic>Profits</topic><topic>Social aspects</topic><topic>Strategic planning</topic><topic>Total quality</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hadid, Wael</creatorcontrib><creatorcontrib>Mansouri, S. Afshin</creatorcontrib><creatorcontrib>Gallear, David</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>Mechanical & Transportation Engineering Abstracts</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Technology Research Database</collection><collection>ProQuest SciTech Collection</collection><collection>ProQuest Technology Collection</collection><collection>Hospital Premium Collection</collection><collection>Materials Science & Engineering Collection</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>Technology Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Engineering Research Database</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>Research Library Prep</collection><collection>SciTech Premium Collection</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ProQuest Engineering Collection</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>Research Library</collection><collection>Engineering Database</collection><collection>Research Library (Corporate)</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>Engineering Collection</collection><collection>ProQuest Central Basic</collection><jtitle>International journal of operations & production management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Hadid, Wael</au><au>Mansouri, S. Afshin</au><au>Gallear, David</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Is lean service promising? A socio-technical perspective</atitle><jtitle>International journal of operations & production management</jtitle><date>2016-06-06</date><risdate>2016</risdate><volume>36</volume><issue>6</issue><spage>618</spage><epage>642</epage><pages>618-642</pages><issn>0144-3577</issn><eissn>1758-6593</eissn><abstract>Purpose
– The purpose of this paper is to contribute to the ongoing debate about the effectiveness of lean practices in the service sector.
Design/methodology/approach
– This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used to reduce the data and identify the underlying dimensions of lean service, and partial least squares structural equation modelling is used to test the developed model.
Findings
– The results indicate that the social bundles of lean service had an independent positive impact on firm operational and financial performance. Furthermore, while the technical bundles had an independent positive effect on only the operational performance, they interacted with the social bundles to improve both the operational and financial performance. The findings suggest that service managers must follow a systematic approach when implementing lean service practices without focusing on one side of the system at the expense of the other.
Practical implications
– The paper highlights the importance of implementing lean service as a socio-technical system (STS) if service firms are to achieve the best possible benefits from their implementation. The motivation factor (social side) and the customer value factor (technical side) are capable of improving all operational performance dimensions and profit margin even if implemented alone. Therefore, service managers with limited resources are encouraged to start lean service implementation with practices within these factors. However, they can also expect improved operational and financial performance from implementing other factors as they positively interact to further improve performance.
Originality/value
– Viewing lean service as a STS, this paper incorporates a larger set of lean practices than previous studies and demonstrates empirically their capability of improving service firms’ operational and financial performance. It contributes significantly to the emerging literature on lean service by empirically testing the mechanism through which lean service affects firm performance.</abstract><cop>Bradford</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/IJOPM-01-2015-0008</doi><tpages>25</tpages><oa>free_for_read</oa></addata></record> |
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| identifier | ISSN: 0144-3577 |
| ispartof | International journal of operations & production management, 2016-06, Vol.36 (6), p.618-642 |
| issn | 0144-3577 1758-6593 |
| language | eng |
| recordid | cdi_emerald_primary_10_1108_IJOPM-01-2015-0008 |
| source | Emerald Complete Journals |
| subjects | Bundles Bundling Business metrics Customer services Design analysis Empirical analysis Employees Factor analysis Inventory Lean manufacturing Management science & operations Managers Manufacturers Mathematical models Model testing Motivation Operations management Operations/process management Performance enhancement Preventive maintenance Production management Productivity Profits Social aspects Strategic planning Total quality |
| title | Is lean service promising? A socio-technical perspective |
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