Jenei István

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István Jenei: Lean transformation of hospital processes – Structuring foreign and Hungarian experiences, PhD Dissertation, Corvinus University of Budapest, Doctoral School in Business Administration In terms of the empirical evidence base, the paper by Shah and Ward (2007) excels from among the research projects listed in Annex 10.2. During their investigation, they mapped the lean management tools present in the technical literature and in corporate practice; they analysed their contents and consolidated them into 48 different tools. Their definition of “lean” tools takes into account the conceptual background of lean management. To present the interconnections of the 48 tools, they defined 10 underlying components (see Figure 4). Figure 4: Components of lean management Source: Shah – Ward, 2007, p.799. With reference to the figure, the inner consistency identified by Shah and Ward (2007) can be summed up as follows (Losonci et al, 2007, p.12.): “To maintain the continuous flow, the products are assigned to product groups, and the facility layout is designed and the tools are placed accordingly. To provide for frequent series launches, the tools must be subjected to recurrent and regular preventive maintenance. The similarity of machines and products arranged in groups helps the employees recognise the problems. The flexible workforce and the workers in the autonomous work-groups are capable of fast and efficient problem solution (employee involvement). Active customer involvement lets the company rely on exact demand data. On the other hand, fast change-overs and stricter quality control (controlled processes) make it easier to plan the process outputs. The pull system and kanban provide for the timely production of adequate products in adequate quantity. These also demand that suppliers deliver basic materials of adequate quantity and quality on time. JIT deliveries are based on continuous feedback to the suppliers on quality and quantity, and training and development to ensure further improvement. Since no - 23 -
István Jenei: Lean transformation of hospital processes – Structuring foreign and Hungarian experiences, PhD Dissertation, Corvinus University of Budapest, Doctoral School in Business Administration company has unlimited resources, the supplier base must be reduced to a few key suppliers, with whom long, not short-term, contacts are to be concluded.” The tool system of lean production can be used efficiently in case of industrial production of large volumes, in response to relatively stable demand. This system, however, quickly reaches its limits if the demand for the products is low or fluctuates intensively. The situation may be aggravated by industry-specific features, such as the participation of the customer in the value-creating process, as in the majority of services. Hines et al., however, pointed out that a "customer-centred strategic thinking” is adequate also outside the high-volume industrial production. (Hines et al., 2004, p.1006.) 1.4. The relationship of TQM and Lean As indicated in Section 1.2, in the opinion of Hines et al. (2004), TQM is one of the tools of Lean, in the sense that TQM, a previously independent management practice, has become part of Lean. This opinion, however, is not shared by every author. Practically all authors discussing this topic agree that quality improvement is key to Lean (pl. Shah-Ward, 2007), but many think that, instead of being part of the lean system, TQM represents a management system on its own (e.g. Flynn et al., 1990; Cua et al., 2001). It is important to specify the interrelationship of TQM and Lean for my dissertation, since I actually used that to identify the Hungarian cases worthy of processing. So let me say a few words about that. It is clear from the article of Richard Schonberger (2007) that he belonged to the first wave of researchers who set out to study the Japanese production systems at the end of the 1970s, when it was revealed that the progress of Japanese exports was attributable among other things to the use of several production management tools. In - 24 -
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Jenei István

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