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Purpose Lean office covers the improvement of administrative processes and information flows. In offices, one of the essential challenges is to coordinate the development of information management capabilities. Thus, this paper aims to identify the key factors of information management in lean office deployment contexts. Design/methodology/approach By adopting a qualitative approach, it consists of theoretical research that applies grounded theory's coding technique and exploits 27 scientific studies on lean office published in the past 20 years. Findings It identifies five key factors for managing information into an organizational structure that optimizes information flow, such as “information-seeking,” “access to information,” “information quality,” “information processing” and “use of information and communication technology”. Research limitations/implications Data analysis was restricted in scientific research regarding lean office deployment. Therefore, the accuracy of the concepts and categories of information management proposed in this paper can be adjusted and validated in future research, thus deepening the discussion of its findings. Practical implications It highlights issues for managing information in contemporary organizations such as failures in information retrieval, restrictions on access to information, lack of quality information, inadequate information processing criteria and inefficiency of information systems infrastructure. Originality/value It analyzes the lean office deployment from the theoretical framework of information management. Thus, it differs from other studies in this field because it is not limited to the operational aspects of lean management. Nevertheless, it shows that lean office reconfigures information flows and continually improves organizations’ strategic management.

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... Such items generate greater maturity in managerial and organizational processes and a path to greater process effectiveness (AlShathry, 2016). This also goes in line to the study of Freitas and Freitas (2020) that highlight the importance of information management to better lean deployment. ...
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Este trabalho foi realizado em um escritório de vendas de uma montadora de automóveis situado na região Sul do Brasil. O objetivo do estudo é propor melhorias para o processo de validação de documentos internos da organização por meio da transformação digital combinada com Lean Office. O método adotado foi a pesquisa-ação. Com a abordagem de trabalho associando os princípios da digitalização com os do Lean foi possível aumentar a eficiência e diminuir os custos do escritório. Os desperdícios mitigados foram do tipo superprodução, espera, retrabalho, estoque e movimentação. As ações de mudanças promoveram a redução do lead time em 21%, a retirada de parte significativa do processo e a redução de 44% nos custos com a eliminação de materiais de consumo. Por fim, a transformação digital suportada pelo Lean Office possibilitou a gestão eficiente dos recursos no escritório e alcançou benefícios que contribuíram para a sustentabilidade econômica e ambiental.
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Purpose ‐ The concept of Lean office design has emerged, claiming to support an efficient labour process. This article aims to investigate how the two main perspectives identified in the Lean office: the neo-Tayloristic approach and the team-based approach, based in different historical backgrounds, use the office design to shorten lead time and free up time. Design/methodology/approach ‐ An extensive review is done in the article of what the Lean office concept means for different research areas and to practitioners. Findings ‐ The study presents the two Lean office perspectives in relation to each other, something that has not been done before since it is only recently the team-based Lean office was introduced. The study also presents possible risk and benefits of two perspectives from an employee and organizational perspective. Research limitations/implications ‐ Since this is a first exploratory review of the Lean office concept based on theories and examples from design practice, further empirical studies are needed to determine risks and benefits of the concept. Practical implications ‐ The clarifying examples in the article make it useful for people involved in the design and building process of offices. Originality/value ‐ The article brings together the fields of labour process, office research and facility management with the design practice and presents the two perspectives Lean office design in relation to each other, which has not been done before since the team-based Lean office has only recently been introduced.
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The construction sector plays an important role in most economies; therefore, any waste reduction in a building’s life cycle will result in a significant benefit to the economy. It is at the building design phase that most costs and wastes are defined for the entire building life cycle. Moreover, many forms of waste are also accumulated during the design phase itself. This article presents a new approach for organizing and managing the building design phase in a more effective and efficient way. This approach, called project cell, promotes concurrent engineering and lean management principles to achieve better performance during the design of a building. The project cell approach was implemented in the design process of a generic kindergarten project for the Brazilian Ministry of Education. In this case study, the implementation of project cell resulted in better productivity in the building design process as well as more effective building designs when compared with the traditional departmentalized approaches. The authors believe that introducing project cell may be valuable contribution to the Construction Engineering Management (CEM) body of knowledge.
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The aim of this research is to provide a tool for assessing the impact of applying lean principles to the design process at construction consultancy firms. Through several interviews, a comprehensive model was built to simulate the design process, using data from a leading consultancy firm in Egypt. The model contains the main processes and activities that form different phases of the design process and depicts the interconnectivity of processes and activities needed to create a complete design package upon client request. The research describes how the five main lean principles are integrated in the model. A case study is considered to demonstrate the effect of using the proposed model on the design process and to illustrate how the design process performs differently when lean principles are introduced. Case study output analysis reveals 40% improvement in the lean process performance measured in terms of activity utilization rates.
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The concept of a Lean Enterprise has proven to be extremely valuable for making companies fit for today’s competitive business environment. Lean Information Management denotes the type of information management that is appropriate for such an organization. According to the paradigm of a Lean Enterprise, it is based on an integral view on people and organizations. It is thus much broader than most contemporary concepts that concentrate on data and information technology. Based on an organization-oriented definition of different types of information and the essential concepts of a Lean Enterprise, this paper develops a number of practical information management rules.
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Purpose – Service businesses are struggling with customer demands for better quality service and managerial demands for cost reduction. There is evidence to suggest that service businesses are in practice failing on both these counts, seeing increased costs and reductions in service quality. The application of lean production approaches to the service context has been suggested as a means to resolve these problems, reducing costs and improving quality. Despite the validation of lean approaches in the product‐service context, the application of lean approaches in the pure service environment remains largely untested. The purpose of this paper is to assess the suitability of lean production methodologies in the pure service context. Design/methodology/approach – Three financial service companies in the UK were followed through a common programme of lean transformation. The improvements observed in each company were recorded. The change programme is evaluated to determine the “leanness” of the initiatives. The suitability of lean for the service context is discussed. Findings – The paper's findings highlight significant improvements in quality and cost positions with minimal investment through adoption of lean tools in the pure service context. The paper proposes the suitability of basic lean methodologies such as value understanding, process mapping and problem solving for the pure service context. Originality/value – The lean approach is well established in the manufacturing sector and certain product‐service contexts. Evidence on lean in pure service environments is very limited. The paper addresses this shortcoming.
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The quotation process tightly links the manufacturer and its suppliers and customers on a supply chain. An excellent record of successful quotes not only benefits trading partners, but also positions the manufacturer on the market in terms of its responsiveness, customer service, efficiency, and competitive pricing. In the existing literature, lean principles are generally applied to manufacturing only, this paper relies on a case study to show the application of lean manufacturing principles to the administrative function of the quotation process. In addition, the case demonstrates that electronic solutions are the best remedies for streamlining the quotation process to reduce the total cycle time – the basis for providing competitive prices and excellent customer service.
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The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and "localisation" of the lean concept. Despite successful "lean" applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high-volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the Lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research
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Purpose In organizational contexts, learning fosters the creation of knowledge at the individual and collective levels. In Lean Office, processes are customer oriented through continuous improvement and elimination of waste. In addition, Lean Office can promote changes in the corporate environment and drive organizational learning. Thus, the purpose of this paper is to identify and analyze the Lean Office factors that contribute to the organizational learning. Design/methodology/approach The method consists in a qualitative analysis of researches on Lean Office carried out in Brazil, based on the theoretical framework for analyzing organizational learning proposed by Argote and Miron-Spektor (2011). This framework defends the relevance of context and experience in knowledge conversion processes in organizations. Findings The study shows that Lean Office provides benefits for the learning process through Work Cells, Value Stream Mapping and Continuous Improvement. The effects of Lean Office are present in the organizational context, culture and behaviors, attitudes and skills of individuals. Practical implications This study brings for academics a discussion on Lean Office from the standpoint of elements pertaining to the organizational learning process. In this aspect, the study proposes treating the topic at a strategy level, striving to break out of the research boundaries that limit their scope to their operational results. For practitioners, the study introduces Lean Office factors that add positive results to the organizational learning process. Originality/value The paper presents a reflection of Lean Office in the field of organizational learning. In addition to the elimination of waste, the study investigates other functions in which Lean initiatives play a role, such as providing solutions for organizational problems and creating favorable learning contexts.
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Companies that implemented Lean Production in shop-floor operations continuously search for new improvements opportunities. Indirect or support areas such as logistic departments has a lot of such opportunities. This was the case of the company of the study presented in this paper. Thus, this paper presents some results of a project that explored the improvement opportunities of a raw materials management of a Logistics department by application of Lean Office tools. This department is responsible for the management of raw materials, track and report of key functional metrics to improve logistic effectiveness. In spite of well organized, when looked through a Lean lens some opportunities emerged as many wastes were identified, namely, lack of information integration and visibility and, consequently, low data processing efficiency. To eliminate such wastes, some tools were applied such as 5S, Poka-Yoke mechanisms, Standard Work and Visual Management. The results were very satisfactory being some of them: greater transparency of the processes, better definition of priorities in the tasks to be performed and better organization and work time management.
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Purpose The purpose of this paper is to analyse how Lean office planning and implementation take place in a Brazilian regulatory agency and to investigate the adjustments needed for its implementation. Design/methodology/approach A longitudinal case study was conducted. Interview was the main source of evidence. Between September and October 2012, data about the planning phase were collected; between April and May 2015, Lean office implementation was investigated. Altogether, five employees of the agency were interviewed. Findings The agency assumed its mission as value for the user, establishing control process, evaluating and improving processes to achieve perfection and recognising its weakness in a continuous improvement culture. Planning and implementation of Lean office in the regulatory agency followed the main recommendations in the literature. However, adjustments were necessary in accordance with the particularities of the public institution. Research limitations/implications Owing to the nature of this study, no generalisation was possible. Moreover, interviews with managers were about both Lean planning, which has taken place in the past, and Lean implementing, which is still running; thus, some information may be abstruse. Practical implications It was possible to list the main adjustments needed for planning and implementing the Lean office in the public agency and some are applicable for other public administration bodies. Originality/value Lean office studies are mainly related to private organizations, but this paper demonstrates that their fundamentals are preserved in public service, and thus it proved that Lean thinking may be applied to the public administration. It also raised a series of questions for future studies.
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Editor's Note: PTJ's Editorial Board has adopted PRISMA to help PTJ better communicate research to physical therapists. For more, read Chris Maher's editorial starting on page 870. Membership of the PRISMA Group is provided in the Acknowledgments. This article has been reprinted with permission from the Annals of Internal Medicine from Moher D, Liberati A, Tetzlaff J, Altman DG, The PRISMA Group. Preferred Reporting Items for Systematic Reviews and Meta-Analyses: The PRISMA Statement. Ann Intern Med. Available at: http://www.annals.org/cgi/content/full/151/4/264. The authors jointly hold copyright of this article. This article has also been published in PLoS Medicine, BMJ, Journal of Clinical Epidemiology, and Open Medicine. Copyright © 2009 Moher et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
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The purpose of this paper is to revitalize the theory and practice of the Information Audit (IA) by connecting it with recent developments in information management theories and methods While the IA is a powerful information management practice, the methods and applications of IA have not been wedded to recent developments in the study of information management capability and information quality management. This study addresses that gap. The paper also introduces and applies a systematic methodology for conducting literature reviews that combines concept mapping, review scoping, and a structured search and analysis process. The resulting search in Scopus and Proquest and subsequent analysis of the recent literature (2011–2016) on IA and quality, evaluation, measurement, and maturity in the context of information management yielded the following findings and recommendations. IA research and practice could do well to: pursue contingency frameworks rather than seek universal standardization; investigate the relationship between IA and the dimensions of information quality and information management quality; undertake case studies that apply more foundational IA methodologies in full; develop theories of IA maturity and IA maturity modelling methods; recognize that measurement and evaluation of information management quality and information quality are necessary elements of the IA and should be explicitly incorporated into IA methodology.
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The distinct variables of time delay and environmental pollution commonly occurs during construction and often, construction processes are being held responsible for the deficiencies due to the direct cause-effect relationship between them. Linear approaches that are generally used to derive the cause-effect relationship fail to portray the critical effect of the commonly underestimated waste from the administrative process. Performance improvement approaches such as lean thinking in the construction industry has also followed suit by focusing more on improving the production rather than administrative processes. Hence, solutions for production and also the environmental measures are often end-of-pipe, rather than prevention based. Due to that, the aim of this study is to improve the administrative (distal) process inefficiencies, simultaneously enhancing also the production and environmental performance through the use of Causal Loop Diagram, Lean and Cleaner Production concept. This study employs an exploratory research approach by conducting a case study on sediment pollution during construction. Ultimately, this study provides a new perspective and approach to understand and further improve the effects of inefficient administrative processes on the production (time) and environmental (sediment pollution) variable. The collective use of Causal Loop Diagram and Value Stream-Process Map provides a new direction for a journey towards cleaner administrative processes in construction.
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Lean office is "a continuous improvement methodology for smooth flow of administrative work, at make the value flow at the pull (pickup) of customer demand" (see article Lean Office (LinOff) 1 - 5S, Vol. 15, no. 140)). Using this concept,we present the second part of Lean Office (LinOff) which aims to address progressively lean tools applied in administrative area. Standardized work, quality at source and workplace organization is the first of them. The emphasis in this article is naturally on the most powerful and important tool for administrative area that is lean "value stream mapping" - VSM. The Value Stream can bind both manufacturing operations and administrative operations.
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Using grounded theory as an example, this paper examines three methodological questions that are generally applicable to all qualitative methods. How should the usual scientific canons be reinterpreted for qualitative research? How should researchers report the procedures and canons used in their research? What evaluative criteria should be used in judging the research products? The basic argument we propose is that the criteria should be adapted to fit the procedures of the method. We demonstrate how we have done this with grounded theory and suggest criteria for evaluating studies done in this mode. We suggest that other qualitative researchers might be similarly specific about their procedures and evaluative criteria.
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Information management concerns the control over how information is created, acquired, organized, stored, distributed, and used as a means of promoting, efficient and effective information access, processing, and use by people and organizations. Various perspectives of information management exist. In this paper, three are presented: the organizational, library and personal perspectives. Each deals with the management of some or all of the processes involved in the information lifecycle. Each concerns itself with the management of different types of information resources. The purpose of this paper is to clearly describe what, ''information management'' is and to clarify how information management differs in regards to closely related terms.
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Purpose – This paper focuses on the process mapping of two medical clinics and the events presently under‐way to design, implement, and maintain an integrated information system with two other health‐care entities. Design/methodology/approach – The paper is part of a larger research project which will be a four‐year study documenting the development, implementation, and measurement of an unprecedented effort to launch a comprehensive, community‐based e‐health initiative in a small community with limited resources. Findings – The medical professionals will find, as they continue to grow with the system and supply the database with pertinent information about each individual patient, that they will truly benefit in unthinkable ways. Originality/value – This paper documents the events presently under way at two independent clinics.
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Purpose – The purpose of this paper is to present a systematic review of four decades of scholarly lean literature and identify phases of lean while highlighting core knowledge and voids from within the scholarly lean literature. Design/methodology/approach – The methodology applied to better understand lean over the past four decades was a systematic review of literature, as described by Machi and McEvoy in The Literature Review: Six Steps to Success. Findings – This literature review has synthesized and categorized four decades of scholarly literature, along with influential books from credible researchers and practitioners of lean, in an effort to decipher the lean thinking paradigm from jargon to a commonly-shared language. In total, five themes evolved from the analysis starting with the Discovery phase (1970-1990), Dissemination phase (1991-1996), Implementation phase (1997-2000), Enterprise phase (2001-2005), and the most recent phase of Performance (2006-2009). Research limitations/implications – The literature review was limited to articles available to the researcher using search terms restricted to: lean manufacturing, lean production, lean thinking, lean and review, lean and Toyota Production System, lean assessment, lean culture, lean transformation. The databases accessed through EBSCO were: Academic Source Premier, Business Source Premier, ERIC, and PsycINFO. Originality/value – Publications tracing the lineage of lean over the past four decades are sparse, based on lean scholarly literature, exposing a void in the knowledge base. This literature review should assist other scholars and practitioners who are interested in substantiating their lean endeavours.
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Construction submittals are items that the contractor sends to the project engineer in the construction field office for review and approval. Problems arise when the construction schedule is negatively impacted because submittals are either received late, incomplete, or deficient from the contractor. A lean tool, value stream mapping (VSM), and various other lean concepts were used to analyze the submittal review process for a typical levee construction project. Through the application of lean concepts, measurable savings in process and lead times are obtainable by reducing or eliminating nonvalue activities.
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Kaizen Blitzes, intense multiday events that shine a light on waste in processes, have netted companies significant savings in manufacturing and other operations functions. But waste still lurks in the dark corners of administrative, support, and other office processes, buried in the accounting dumping ground called overhead. At The Antioch Company, grass-roots actions have evolved into a pragmatic lean office program, with benefits from lean events extending well beyond the expected savings in process time and cost. © 2005 Wiley Periodicals, Inc.
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This paper deals with the development of a new approach for supporting the improvement of information management and the overall information systems infrastructure. In particular, the paper discusses the application of lean thinking to information management; where information management can be considered to involve adding value to information by virtue of how it is organised, visualised and represented; and enabling information (value) to flow to the end-user (customer) through the processes of exchange, sharing and collaboration. The potential benefits of lean thinking are discussed and the fundamental barriers for its application to information management are highlighted. These include the need to characterise the nature of waste and establish the five principles of; value, value streams, flow, pull and continuous improvement in the context of information management. It follows that the core contribution of this paper is the development of an understanding of these critical elements and the creation of a conceptual framework for a set of lean principles within the context of information management. This framework offers a unique and arguably generic approach for supporting the retrospective improvement of information management systems and the overall information systems infrastructure.
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Using grounded theory as an example, this paper examines three methodological questions that are generally applicable to all qualitative methods. How should the usual scientific canons be reinterpreted for qualitative research? How should researchers report the procedures and canons used in their research? What evaluative criteria should be used in judging the research products? We propose that the criteria should be adapted to fit the procedures of the method. We demonstrate how this can be done for grounded theory and suggest criteria for evaluating studies following this approach. We argue that other qualitative researchers might be similarly specific about their procedures and evaluative criteria.
Fluxo enxuto de informação: um novo conceito
Greef, A.C. and Freitas, M. D C.D. (2012), "Fluxo enxuto de informação: um novo conceito", Perspectivas Em Ciência Da Informação, Vol. 17 No. 1, pp. 37-55.
Lean office em organizações militares de saúde: estudo de caso do posto médico da guarnição militar de campinas
Seraphim, E.C., Silva, Í.B.D. and Agostinho, O.L. (2010), "Lean office em organizações militares de saúde: estudo de caso do posto médico da guarnição militar de campinas", Gestão and Produção, Vol. 17 No. 2, pp. 389-405.