A methodology for the implementation of lean thinking in manufacturing support services

A. Jaaron and C.J. Backhouse

International Journal of Services and Operations Management, 2011, vol. 9, issue 4, 389-410

Abstract: In recent years manufacturing organisations have recognised that service superiority is a principal strategic device through which to gain competitive advantage. However, there is a shortage of tools available for creating true service superiority and more importantly a shortage of implementation guidelines. This paper sheds light on the lean thinking model applied to manufacturing support services, often operating as call centres, by proposing a novel methodology for its implementation as a value creating model. Ten in-depth interviews were conducted with manufacturing managers, a consultant and lean thinking intervention team members in a manufacturing organisation in order to synthesise an implementation methodology. The emerged methodology consists of six steps and decision making criteria that facilitates the implementation of lean thinking in manufacturing service centres. It is concluded that the methodology can be used as an initial strategic tool for senior management intervention in order to provide lean thinking leadership and to develop alternative implementation recommendations.

Keywords: manufacturing industry; lean thinking; manufacturing support services; call centres; methodology; value creation; manufacturing services; manufacturing service centres. (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijsoma:v:9:y:2011:i:4:p:389-410

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