Proposal of process organization based on lean office principles applied in a small-sized company of management of small properties
Keywords:
, Lean office, padronização de processos, pequenas empresas, padronização do trabalho, gestão de serviçosAbstract
The service sector offers a number of opportunities for improvement and reduction of time that does not add value, which can be reached by applying the lean office. However, the application of lean office is still a gap in the literature, particularly in small and medium enterprises in developing countries. Thus, the aim of this article is to present, by means of a study developed in a small property management company in Brazil, opportunities for improvements achievable with the implementation of lean office. A diagnostic was conducted in the company, based on physical and digital files provided by the company and interviews with employees, identifying activities that were not in compliance with minimum quality standards and/or time required for a satisfactory information flow operations and information. Thereon, improvements were proposed in the administrative, personnel, operational and financial areas of the company. These improvements allowed standardization of work and processes, visual management and management routines, minimizing waiting waste, inappropriate processing, stock of material and errors, besides improving the technologies used by the company. Finally, the limitations and recommendations for future studies are suggested.References
Andersson, R., Manfredsson, P., & Lantz, B. (2015). Total productive maintenance in support processes: an enabler for operation excellence. Total Quality Management & Business Excellence, 26(9-10): 1042-1055. http://dx.doi.org/10.1080/14783363.2015.1068598
Antony, J., Kumar, M., & Madu, C. N. (2005). Six sigma in small-and medium-sized UK manufacturing enterprises: Some empirical observations. International Journal of Quality & Reliability Management, 22(8): 860-874. http://dx.doi.org/10.1108/02656710510617265
Berger, A. (1997). Continuous improvement and kaizen: standardization and organizational designs. Integrated Manufacturing Systems, 8(2): 110-117. http://dx.doi.org/10.1108/09576069710165792
Bodin Danielsson, C. (2013). An explorative review of the Lean office concept. Journal of Corporate Real Estate, 15(3/4): 167-180. http://dx.doi.org/10.1108/JCRE-02-2013-0007
Casey, J. T., Brinton, T. S., & Gonzalez, C. M. (2009). Utilization of lean management principles in the ambulatory clinic setting. Nature Clinical Practice Urology, 6(3): 146-153. http://dx.doi.org/10.1038/ncpuro1320
Da Silva, I. B., Seraphim, E. C., Agostinho, O. L., Lima Junior, O. F., & Batalha, G. F. (2015). Lean office in health organization in the Brazilian Army. International Journal of Lean Six Sigma, 6(1): 2-16. http://dx.doi.org/10.1108/IJLSS-09-2013-0053
Farris, J. A., Van Aken, E. M., Doolen, T. L., & Worley, J. (2008). Learning from less successful Kaizen events: a case study. Engineering Management Journal, 20(3): 10-20. http://dx.doi.org/10.1080/10429247.2008.11431772
Gomes, D. E., De Souza, R. M., Ferreira, T. A., & Gontijo, L. A. (2016). Lean office para um problema no processo de solicitação de passagens de um Programa de Pós-Graduação. Journal of Lean Systems, 1(3): 79-90.
Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: a review of contemporary lean thinking. International Journal of Operations & Production Management, 24(10): 994-1011. http://dx.doi.org/10.1108/01443570410558049
Hu, Q., Mason, R., Williams, S. J., & Found, P. (2015). Lean implementation within SMEs: a literature review. Journal of Manufacturing Technology Management, 26(7): 980-1012. http://dx.doi.org/10.1108/JMTM-02-2014-0013
Knight, C., & Haslam, S. A. (2010). The relative merits of lean, enriched, and empowered offices: an experimental examination of the impact of workspace management strategies on well-being and productivity. Journal of Experimental Psychology: Applied, 16(2): 158-172. http://dx.doi.org/10.1037/a0019292
Kumar, M., & Antony, J. (2008). Comparing the quality management practices in UK SMEs. Industrial Management & Data Systems, 108(9): 1153 - 1166. http://dx.doi.org/1153-1166. 10.1108/02635570810914865
Timans, W., Antony, J., Ahaus, K., & Van Solingen, R. (2012). Implementation of Lean Six Sigma in small-and medium-sized manufacturing enterprises in the Netherlands. Journal of the Operational Research Society, 63(3): 339-353. http://dx.doi.org/doi:10.1057/jors.2011.47
Liker, J. K. (2005). O modelo Toyota. Porto Alegre: Bookman.
Liker, J. K., & Morgan, J. M. (2006). The Toyota way in services: the case of lean product development. The Academy of Management Perspectives, 20(2): 5-20. http://dx.doi.org/10.5465/AMP.2006.20591002
Lummus, R. R., Vokurka, R. J., & Rodeghiero, B. (2006). Improving quality through value stream mapping: A case study of a physician's clinic. Total Quality Management, 17(8): 1063-1075. http://dx.doi.org/10.1080/14783360600748091
Monteiro, M. F., Pacheco, C. C., Dinis-Carvalho, J., & Paiva, F. C. (2015). Implementing lean office: A successful case in public sector. FME Transactions, 43(4), 303-310. http://dx.doi.org/10.5937/fmet1504303M
OECD (2015). Taxation of SMEs in OECD and G20 Countries, OECD Tax Policy Studies, No. 23, OECD Publishing, Paris.
SEBRAE (2014). Participação das Micro e Pequenas Empresas na Economia Brasileira. 2014. 106p. Brasília.
Suárez-Barraza, M. F., Smith, T., & Dahlgaard-Park, S. M. (2012). Lean Service: A literature analysis and classification. Total Quality Management & Business Excellence, 23(3-4): 359-380. http://dx.doi.org/10.1080/14783363.2011.637777
Tapping, D., & Shuker, T. (2003). Value Stream Management for the Lean Office: Eight Steps to Planning, Mapping, & Sustaining Lean Improvements in Administrative Areas. New York: Productivity Press.
Timans, W., Antony, J., Ahaus, K., & Van Solingen, R. (2012). Implementation of Lean Six Sigma in small-and medium-sized manufacturing enterprises in the Netherlands. Journal of the Operational Research Society, 63(3): 339-353. http://dx.doi.org/10.1057/jors.2011.47
Waldhausen, J. H., Avansino, J. R., Libby, A., & Sawin, R. S. (2010). Application of lean methods improves surgical clinic experience. Journal of Pediatric Surgery, 45(7): 1420-1425. http://dx.doi.org/10.1016/j.jpedsurg.2009.10.049
Womack, J. P.; Jones, D. T.; & Ross, D. (1992). A Máquina que Mudou o Mundo, 15 Ed. Rio de Janeiro: Campus. 347 p.
Downloads
Published
Issue
Section
License
The Journal reserves the right to make normative, spelling and grammatical changes in the published article, aiming at maintaining the proper standard of the language, while respecting the personal style of the authors.
Author (s) are fully responsible for the published article. Journal of Lean Systems is not responsible for any violations of Copyright.
Journal of Lean Systems allows the author to retain the copyright of articles accepted for publication without restriction.
Plagiarism constitutes unethical behavior and is inconceivable. This journal reserves the right to use any methods of detecting plagiarism to analyze the submitted works.
This journal is licensed under a Creative Commons License.