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Numerous and diverse organizations have implemented lean principles and practices, which concentrate on improving the efficiency of business processes by reducing cost, waste, consumptions and effort. However, previous assessments have not focused on the leanness of the supply chain in a health-care setting. This paper aims to introduce a method for assessing the successful implementation of lean principles and tools in a supply chain. Furthermore, this paper validates the method in a health-care organization.

This paper starts with an extensive literature review on assessing leanness and using multi-grade fuzzy logic. Then, a conceptual model was developed to measure leanness. The conceptual model was validated by discussing the initial version with select academic experts, especially those who deal with leanness in health-care organizations. After responding to the experts’ valuable comments, the health-care organization that is the focus of this case study was chosen based on two criteria. The first criterion was the organization’s ability to participate in the study, and the second was the organization’s commitment to implementing lean principles. These criteria were important to ensure the organization had the necessary foundation for implementing change initiatives such as lean process improvements. Next, a multi-grade (multi-attributes) fuzzy logic was used for leanness measurement. A leanness index was calculated, and the results were validated using experts from the case study organization. Finally, the weaker areas of the organization’s processes were identified to point the way for further improvements.

The assessment indicated that the case study organization is not lean. The organization’s weaker attributes were identified, and improvements have been suggested.

This study focused on a single health-care organization, which was selected from a limited pool of potential organizations, namely, organizations which are accredited by both the Saudi Central Board for Accreditation of Healthcare Institutions and the Joint Commission International. The scope of future research should be extended to multi-case studies to enhance the findings presented in this paper. This paper’s findings can be used to help decision-makers at health-care providers to implement lean thinking in supply chain processes.

This research may be interest to practicing supply chain managers, as it proposes what enablers, factors and attributes should be emphasized in lean implementation. The proposed model can work as an assessment tool to identify the gap between the present level of leanness and the desired leanness state so the health-care organization can identify what can be improved. This model enables decision-makers in hospital supply chain to take suitable actions for improving lean implementation level.

This study makes an original contribution to the body of research concerning lean principles; the study developed a conceptual model for leanness assessment that can be applied to the supply chain of health-care organizations. Indeed, the conceptual model is likely to be useful for assessing leanness outside of the health-care field, which suggests avenues for future research.

The purpose of this paper is to present a conceptual model and application of fuzzy logic for leanness assessment in small and medium enterprises (SMEs).

Lean manufacturing enables the manufacturing organizations to achieve streamlined processes. Leanness is the performance measure of lean practices. A conceptual model for leanness assessment in the context of SMEs is developed, and fuzzy logic approach has been used for leanness assessment.

The approach computes Fuzzy Leanness Index (FLI), Euclidean distance and Fuzzy Performance Importance Index for various leanness attributes. FLI is found to be (4.42, 6, 7.64), and the organization is found to be “Very Lean”.

The case study has been conducted in a single manufacturing organization. In future, more studies could be conducted to enhance the practical validity.

The case study has been conducted in an SME located in Coimbatore, India. Hence, the inferences derived from the study have practical validity.

The development of conceptual model for leanness assessment for SMEs is the original contribution of the authors.

This paper aims to discuss the concept of leanness and provide an effective assessment tool for measuring leanness of small and medium enterprises (SMEs).

A hybrid interpretive structural modelling–analytical network process (ISM-ANP) approach is used to develop leanness index for SMEs. The parameters for leanness are extracted from the literature survey, and the inter-relationships among them are identified through ISM approach. Further, the ANP tool is used to derive the weights of the parameters, and the leanness index is developed for SMEs.

A leanness assessment model is developed, which considers the interdependencies among leanness parameters. Continuous improvement, Just in Time and active management participation, respectively, get first, second and third ranks for leanness measurement in SMEs.

This study is based on the expert’s opinion, and it may tend to be biased. However, future study will be performed as empirical research to catch more explicit concept and more insights of leanness in context of SME sector.

This paper provides guidelines to the managers of SMEs for measuring the leanness index and planning for future. This leanness index gives information regarding the degree of lean adoption in the organization.

The proposed model has been developed by the expert opinion of academicians and practitioners. The proposed model can provide guidelines and directions for managers for leanness assessment in SME context.

The purpose of this paper is to present a study that is focused on application of fuzzy logic and adaptive neuro-fuzzy inference system (ANFIS) approaches for leanness evaluation in an Indian small- and medium-size enterprise (SME).

Lean manufacturing concepts are being adopted by SMEs to sustain in the competitive manufacturing landscape. Performance of lean system needs to be assessed using appropriate methods. A model for measuring lean performance is proposed with five enablers, 30 criteria and 90 attributes. Leanness index is computed using fuzzy logic approach and benchmarked with ANFIS approach.

Leanness index computed using fuzzy logic approach is found to be (4.47, 5.97, 7.55) and that of ANFIS approach is found to be 5.84 to facilitate benchmarking of leanness evaluation. After finding weaker areas, certain improvement initiatives are being deployed.

The developed model for leanness evaluation has been test implemented in an SME. In future, the model could be test implemented in several SMEs.

A case study conducted in an SME involved in heavy engineering fabrication is presented. Therefore, the inferences derived from the study has practical propensity.

The development of leanness evaluation model for SMEs and deployment in an industrial scenario are the original contributions of the authors.

The purpose of this paper is to present the findings of an empirical research on the leanness of the home services sector in the Czech Republic. The automotive sector provides reference to argue the numerical outcomes.

The research uses a specifically designed assessment tool (Lean Index – LI) to determine the sector’s leanness level. Referring to the results from both sectors, the paper draws conclusions about the current leanness level of home services providers.

The proposed LI indicates a value of 69.50 per cent for home services providers, whereas the LI for the automotive industry suppliers is 82.88 per cent. This suggests that there are large opportunities for the implementation of lean management in the home services sector. However, the main challenge is to introduce a continuous improvement approach to these companies.

The sample size limits the generalisation of the research results. However, this paper represents the first empirical attempt to implement a large-scale survey. The results are limited to the Czech Republic. However, parties from other countries have indicated interest to replicate the research.

This research provides first empirical findings on the possibilities of implementing lean in the home services sector. Future research projects in other sectors will have the opportunity to make use of the LI assessment tool.

The paper presents the first approach of lean management into the home services sector. It provides valuable information to specialised institutions in the sector about the possibilities of lean management in the sector. It also provides an overview of the sector for practitioners and academics willing to pioneer lean in the sector.

The purpose of this paper is to propose a method for assessing the lean construction management performance (LCMP) of engineering projects using the analytic network process-fuzzy comprehensive evaluation (ANP-FCE) model.

Literature review and questionnaire surveys were used to achieve an evaluation index system for LCMP. The data needed to calculate the weights of the indices were derived from questionnaire surveys. The ANP and the Super Decisions (SD) software were used to calculate the weights of the indices and verify the validity of the weights. The FCE was adopted to carry out a comprehensive evaluation of LCMP, and the validity of the evaluation results was verified by applying the validity degree of maximum membership principle. The applicability of the method for evaluating LCMP was validated by empirical research.

The proposed method for assessing the LCMP using the ANP-FCE model is validated to be feasible. Decision makers can easily identify the strengths and weaknesses of lean construction (LC) management of the evaluated project from the evaluation results.

Some subjectivity may exist in the assessment process due to questionnaire surveys, and only one case has been studied to validate the applicability of the method. Therefore, researchers are encouraged to increase the number of LC experts and cases over the world to make the proposed method more standard.

The research is expected to propose an assessment method of LCMP for construction enterprises, provide a reference to develop assessment standards for LCMP for building associations or governments and help decision makers know the improving path of LC management.

This research contributes to the literature by summarizing the commonly used lean management tools for quality, cost, time, safety and organization in practice, and proposing a novel approach for assessing the LCMP of engineering projects. The study is useful for researchers, project managers and decision makers engaged in LC.

Numerous leanness assessment models were developed for both manufacturing and service sectors. However, little research effort was made to provide an instrument that can be used to measure the leanness level of the product-service system (PSS). This paper aims to propose an index to assess the leanness of PSS in a UK manufacturing company.

The development of the assessment model was carried out through an iterative process. Commencing from existing literature on lean manufacturing assessment and lean service assessment, the initial model for assessing PSS leanness was developed. This initial model was refined via two consecutive phases. The first one includes semi-structured interviews with academic researchers involved in lean projects where their comments were considered. In the second phase, semi-structured interviews with several experts working in different UK manufacturing industries and involved in lean and continuous improvement projects were conducted to reach the final assessment model. After developing the model, the next step was identifying a suitable company for applying the model. The case company was selected because of its commitment to implement lean practices and its ability to participate in this study. After that, data was collected from the case company and the PSS leanness index was calculated using a multi-grade fuzzy approach. Finally, areas for further improvement were identified and the results obtained were validated.

The PSS leanness index computed for the case company indicates that the service offering process provided by the company is generally lean. Areas for further improvement were identified.

This study focussed on a single case company and is based on the experts’ opinions; this may tend to be biased. However, future studies will be performed to multiple-case studies to enhance findings and more empirical research will be conducted to catch more insights into PSS leanness.

This paper provides guidelines to manufacturing companies’ managers for measuring the PSS leanness index and planning for the future. This index gives information regarding the degree of lean adoption in the service offering process and identifying the gap between the current PSS leanness level and the desired state.

The proposed model has been developed by the opinion of academicians and industry experts. The proposed model can provide guidelines and directions for managers for PSS leanness assessment.

The purpose of this study is to categorize and analyse the drivers and barriers of Lean Manufacturing (LM) and subsequently, based on the structural model develop a house of lean management which will give an idea to the academicians and practitioners about the factors that are critical to implement lean practices in an organization.

A list of drivers and barriers was prepared based on the literature review and opinions from experts. Total Interpretive Structural Modelling (TISM) was utilized to build a structural hierarchy of the drivers and barriers of LM. The structural hierarchy was utilized to build the house of lean management.

Based on the hierarchy developed, the elements (drivers and barriers) of LM are classified into three groups: bottom-level, middle-level and top-level elements. To develop a house of lean management, bottom-level of elements were considered as a foundation, middle-level elements were considered as pillars and top-level elements were considered as a beam. Finally, foundation, pillars and beam of the house were used to support the roof (which is value to customers and profitability to firm).

The outcome of this research can assist researchers as well as practitioners to enhance the significant drivers and to reduce the impact of hazardous barriers for the better implementation of lean practices.

This research is a novel approach, as it visibly demonstrates both the drivers and barriers, examines the interrelationships among them in order and shows them pictorially as the house of lean management.

This paper aims to present a simple and innovative fuzzy methodology-based lean performance measurement system (L-PMS) for an Indian automotive supply chain. The paper also enlightens the influence of coronavirus disease 2019 (COVID-19) on supply chains and the practical implications of the unprecedented disruptions on the performance measurement systems.

The L-PMS is divided into three phases. In the first phase, the key performance indicator (KPI) list, as deemed fit by the organization, is prepared using literature and suggestions from the case organization. The list contains 61 KPIs measuring 24 performance dimensions in seven functional areas of the supply chain. In the second phase, the KPI performance data (actual, best and worst) are collected using the enterprise resource planning (ERP) system. In the last phase, the leanness score of the case organization is calculated at four levels – KPI, dimension, functional area and overall organization.

The overall leanness score of the case organization is 60%. The case organization uses KPIs from all seven functional areas, but it needs to improve the number of KPIs in administration and supplier management functional areas. The case organization uses only quantitative KPIs. However, the performance dimensions at the middle level are adequate. The leanness level of the case organization in different areas is highly variable (ranges from 45% to 91%).

The major limitation of the study is that the case study is done at a single organization.

The managers at the different levels of the hierarchy can use the lean performance measurement score to leverage the better performing areas/dimensions/KPIs and improve poor performing areas/dimensions/KPIs. The lean performance measurement at functional area level can help leadership to give responsibility to different people for the improvement of leanness with respect to different dimensions/functional areas. The disruptive impact of COVID-19 should clearly be understood by the managers to make appropriate decisions based on the severity as measured at different levels.

According to the authors' best knowledge, this is the first lean performance measurement application at the four hierarchical levels (KPI, performance dimension, functional area and overall organization).

The purpose of this paper is to propose an integrated performance measurement framework to measure the effect of lean implementation throughout all functions of an organization.

The paper identifies the seven categories representing all organizational functions. These categories have been divided into 26 performance dimensions and key performance indicators (KPIs) for each performance dimension have been identified to measure lean performance. The interrelationship of each category with lean principles and/or lean wastes has been identified. KPIs are developed on the basis of identified criteria, frequency analysis of existing literature, and discussion with industry professionals. Finally, an integrated performance measurement framework is proposed.

The proposed framework evaluates the organization under seven categories – manufacturing process, new product development (NPD), human resource management, finance, administration, customer management, and supplier management. In total, 26 dimensions and 119 key performance indicators have been identified under the seven categories.

The proposed framework is a conceptual framework and it is to be tested by empirical and cross-sectional studies.

The main novelty of the research is that the leanness of the organization has been measured throughout the supply chain of the organization in an integrated way. The various areas of measurement are manufacturing process, NPD, finance, administration, customer management, and supplier management. Further, the proposed KPIs are also categorized as qualitative or quantitative, strategic or operational, social or technical, financial or non-financial, leading or lagging, static or dynamic. This paper contributes to the body of knowledge in performance measurement.