Exploring Lean Service ± A Case Study of an Organization within the FMCG Industry
Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
Lean has long been transforming manufacturing companies into being more effective. The concept became famous for delivering performance improvement and economic gains. Over time, the concept also became popular and spread to service environments. However, lean literature revealed a limited understanding of the lean concept in a service environment. Thus, the purpose of this thesis is to untangle the lean service concept and investigate potential benefits and challenges of implementing lean service in a specific organizational context. In addition, this thesis also discusses the relationship of lean service and organizational characteristics.
This thesis set out to link theory with practice by matching theoretically established leancharacteristics with a case study of an organization acting in the fast-moving consumer goods (FMCG) market, who were unfamiliar with the lean service concept as it had not yet been implemented. Qualitative empirical data show that the lean service concept require an understanding on a higher abstraction level compared to lean manufacturing, due to the lack of a physical product. The empirical study shows that the success of lean implementation might rely on the understanding of the lean concept and the way in which the customer is defined. However, different organizational characteristics might affect the understanding for the lean service concept; hence indirectly affect the implementation of lean service. From a research limitations point of view, qualitative data is collected only from one organization and therefore, further research should investigate lean service from additional sources. However, the outcome of this study is expected to be an application of existing knowledge designed to solve an existing problem ought to improve lean management practices in a service environment.
Place, publisher, year, edition, pages
2012. , 117 p.
Lean Service, Lean Philosophy, Lean Challenges, Kaizen, Organizational Metaphors
Economics and Business
IdentifiersURN: urn:nbn:se:kth:diva-144275OAI: oai:DiVA.org:kth-144275DiVA: diva2:712519