Lean implementation in a service factory: views from the front-line

Abstract

The deployment of Lean methods in service work is increasingly viewed as a legitimate response more efficient front-line service delivery. However, there are mixed results with process efficiency gains frequently marginalised by losses in employee satisfaction and customer focus. It is suggested that these sub-optimal outcomes result from partial adoptions of Lean with emphasis on process efficiency neglecting employee and customer outcomes. Utilising Action Research this paper investigates a Lean implementation within a UK call centre. This research finds that Lean when implemented properly can lead to improved process efficiency, a better customer experience and increased employee satisfaction. It suggests that to achieve these optimum outcomes Lean implementations must as a priority be focused on creating customer satisfaction and be customised to fit with particular contingencies in the organisational context such as the nature of the interface between the front-line worker and the customer.

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