An instrument for assessing lean service adoption

Malin Malmbrandt · Pär Åhlström

134 citations0/0 files storedInternational Journal of Operations & Production Management

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Quality and Supply Management Customer Service Quality and Loyalty Service and Product Innovation

Abstract

Purpose The purpose of this paper is to develop and empirically validate an instrument containing operational measures of lean service. The instrument is intended for use by both researchers and practitioners. Design/methodology/approach The instrument was developed and validated in an iterative process between theoretical and empirical insights. Drawing on a wide selection of frequently cited papers on lean service, a preliminary list of items was generated. These items were then vetted through four steps in order to achieve high validity. Empirical refinement and validation included workshops and semi‐structured interviews with expert practitioners, as well as testing the instrument's ability to discriminate between high and low adoption of lean and portray changes during lean service adoption. Findings The instrument contains 34 items that assess enablers of lean adoption, lean practices, and operational performance. Empirical validation suggested the instrument was able to discriminate between high and low adoption of lean service, as well as portray changes over time during lean adoption. Practical implications Practicing managers will be able to use the instrument in order to track progress during lean service adoption, thereby identifying and acting upon deviations from planned progress. Originality/value The paper represents the first comprehensive attempt to develop an instrument for assessing lean service adoption. Through this instrument, operational definitions of lean service will allow researchers to measure the level of lean service adoption, and using this information, to develop knowledge of for instance the contingencies to lean service adoption, the problems and pitfalls in lean service adoption and the feasibility of transferring practices to various service settings.

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References

2002Case research in operations management 1997Lean Thinking—Banish Waste and Create Wealth in your Corporation 2007Defining and developing measures of lean production 2004Learning to evolve 1999Decoding the DNA of the Toyota Production System 2005Development and validation of a measurement instrument for studying supply chain management practices 1979Where does the customer fit in a service operation?1996Assessing changes towards lean production

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