Lean, Green and Sustainability: 8th IFIP WG 5.7 European Lean Educator Conference, ELEC 2022 Galway, Ireland, November 22–24, 2022 Proceedings

Preface
Organization
Contents
Lean and People
Is There Such a Thing as a Lean Philosophy?
	1 Introduction
	2 Method: How to Approach Lean Philosophically
	3 Results 1: About the Essence of Lean Thought
	4 Results 2: Customer Value
	5 Discussion and Conclusion
	References
The Role of Lean Management Practices in the Valorisation of Neurodiverse People in Production
	1 Introduction
	2 Methodology
	3 Theoretical Background
		3.1 Neurodiversity
		3.2 Lean Tools
		3.3 Human Factors
	4 Discussion
	5 Conclusion
	References
Barriers to Performance Measurement Systems Effectiveness
	1 Introduction
	2 Methodology
	3 Findings
	4 Discussion
	5 Conclusion
	References
An Analysis of Agile Coaching Competency Among Practitioners
	1 Introduction
	2 The Growing Role of Agile Coaching
	3 The Current Challenge
		3.1 A Survey of Self Identifying Agile Coaches
		3.2 Initial Findings
	4 Towards a New Model
	5 Conclusion and Future Work
	References
Lean in Healthcare
Implementation Experiences of Lean Organization in Healthcare for Apulian Hospitals: A Longitudinal Interview In-Depth Study
	1 Introduction
	2 Literature Review
	3 Research Methodology
		3.1 Case Description
		3.2 Study Setting and Design
	4 Results
		4.1 Piloting and Testing Phase
		4.2 Dissemination Phases
	5 Discussion
	6 Conclusion
	References
Care Simplifiers’: Students Contributing to Optimal Healthcare
	1 Introduction
	2 Collaboration Avans and Participating Hospitals
	3 Introduction
		3.1 Process Improvements
		3.2 Change Management
		3.3 Benefits for Students’ Personal Development
	4 Lessons Learned
	5 Conclusion
	References
Analysis of the Relationship Between Knowledge Management and Lean Tools During Lean Implementation in Hospitals
	1 Introduction
	2 Methodology - Literature Review
	3 Results and Theoretical Model
		3.1 Lean Tools, Sustainability and Knowledge Management
		3.2 Interaction Among Knowledge Management Dimensions
		3.3 Knowledge Management and Sustainability
	4 Discussion and Conclusion
	References
A Lean Approach for Reducing Downtimes in Healthcare: A Case Study
	1 Introduction
	2 Literature Review
	3 Research Methodology
		3.1 Case Study Context
		3.2 Case Study Deployment
	4 Results
	5 Discussion
	6 Conclusions and Limitations
	References
Lean and Six Sigma Philosophies in Portuguese Laboratories
	1 Introduction
	2 Literature Review
		2.1 Lean Thinking
		2.2 Six Sigma
	3 Method
		3.1 Population and Sample
	4 Results
	5 Conclusion
	References
Lean 4.0
Lean as a Facilitator for AGVs Implementation: A Case Study
	1 Introduction
	2 Literature Review
	3 The Company
	4 Methodology
		4.1 Plan
		4.2 Do
		4.3 Check
		4.4 Act
	5 Conclusions
	6 Implications, Limitations and Further Research
		6.1 Implications
		6.2 Limitations and Further Research
	References
From Pain Points to Scale Points: Exploring Barriers to Lean Digital Transformation
	1 Introduction
	2 Literature Review
		2.1 People-Related Barriers
		2.2 Process-Related Barriers
		2.3 Technology-Related Barriers
	3 Research Methods
		3.1 The Research Process
		3.2 Stage 1. Synthesis of the Literature
		3.3 Stage 2. Develop Instrument
		3.4 Stage 3. Collect and Analyse Data
		3.5 Stage 4. Report Findings
	4 Findings and Discussion
		4.1 Participant Characteristics
		4.2 Overview of Barriers to Lean Digital Transformation
		4.3 People-Related Barriers
		4.4 Process-Related Barriers
		4.5 Technology-Related Barriers
	5 Conclusions, Recommendations
		5.1 People
		5.2 Process
		5.3 Technology
	6 Limitations and Future Research
		6.1 Research Limitations
		6.2 Future Research
	References
Lean Training as a Driver for Microbusinesses’ Digital Transformation
	1 Introduction
	2 Background Literature
		2.1 Lean
		2.2 Lean and Digital Transformation
		2.3 Microbusiness and Digital Transformation
	3 Theory and Method
		3.1 The ADROIT Framework
		3.2 Method
	4 Findings
		4.1 Lean Trainings Helped Micro-businesses to Start Their Digital Transformation
		4.2 Lean Management Helps to Add Volume, Revenues, New Products, Customers When Fused with Digital Technologies
		4.3 Lean Management Along with DT Efforts Enables MBs Increase Customer’s Willingness to Pay and to Differentiate
		4.4 Lean Management Along with DT Efforts Allows MBs to Reduce Costs
		4.5 Lean Management Along with DT Efforts Helps to Optimize Risk, Reduce Competitive Risk
		4.6 Lean Management Along with DT Efforts Favors Innovation by Generating Knowledge and Capabilities
		4.7 Lean Along with DT Efforts Enables MBs to Transform Their Organization and Working Methods
		4.8 Integrated Framework: Lean and Digital Transformation Strategy
	5 Implications and Conclusion
	References
The Impact of Lean on Introduction of Industry 4.0 Technologies: A Longitudinal Study
	1 Introduction
	2 Methodology
	3 Results
	4 Conclusions
	References
Lean in Manufacturing
Implementing a Forecast Methodology as a Precursor to Lean Management
	1 Introduction
	2 Literature Review
	3 The Research Methodology for the Project
	4 Results
	5 Discussion
	6 Conclusion
	References
Sustaining the Effectiveness of Lean Six Sigma Implementation in a Medical Device Company
	1 Introduction
		1.1 Introduction to Lean and Six Sigma Methodologies
		1.2 Lean Six Sigma (LSS)
	2 Literature Review
		2.1 Lean Six Sigma in Industry
		2.2 Operational and Financial Performance Indicators
		2.3 Critical Success and Critical Failure Factors
		2.4 Influence of Industry 4.0 and Quality 4.0 on Lean Six Sigma
		2.5 Impact of Global Pandemic on Lean Six Sigma
	3 Survey
		3.1 Case Study
	4 Results
		4.1 Analysis of Results
		4.2 Key Performance Indicators and Critical Success Factors
		4.3 Business Unit Comparison
		4.4 Non-conformances, Yield and Rejects
	5 Discussion and Conclusion
	References
The Impact of Lean on Occupational Safety in Organisations
	1 Introduction
	2 Literature Review
		2.1 Lean Approach
		2.2 Occupational Safety
		2.3 Integration of Lean and Safety
	3 Methodology
	4 Development and Results
	5 Conclusion
	References
Critical Success Factors for Operational Excellence in the Pharmaceutical Industry: Insights from a Qualitative Study
	1 Introduction
	2 Literature Review – Background and Context
	3 Research Methodology
	4 Results
		4.1 Opinion and Awareness of OpEx and CI
		4.2 Integration of OpEx and Tools Utilised
		4.3 Challenges of the Pursuit of OpEx and CI in Your Pharmaceutical Organisation
		4.4 CSFs for OpEx and CI in Pharmaceutical industries
	5 Conclusion, Limitations, and Future Research Direction
	References
Challenges Facing Medical Device Companies in Ireland and Why Operational Excellence is not Enough
	1 Introduction
	2 Research Methodology
	3 Review and Results-Medical Device Industry in Ireland
		3.1 Drivers of Growth in Medical Devices
		3.2 Impact of Regulations
		3.3 Price Erosion
		3.4 Response to Reducing the Sales Price
		3.5 Strategy to Deal with Falling Prices
		3.6 Medical Device Cluster
	4 Discussion and Conclusion
	References
Lean Learning in the Digital Era
Effective Learning Method Using Extended Reality: Digital TWI
	1 Introduction
	2 Background
		2.1 Training Within Industry (TWI)
		2.2 Extended Reality (XR)
	3 Research Method
	4 Findings
		4.1 Examples from the Literature
	5 Framework for Digital TWI
		5.1 AR-Enhanced Job Instruction
		5.2 Remote JI
		5.3 Retraining JI
		5.4 Self-training JI
	6 Discussion and Conclusion
	7 Conclusion and Suggestions for Further Research
	References
Learning to Teach Lean in the Age of Digitalization: A Review of Recent ELEC Literature
	1 Introduction
	2 Research Design
	3 Findings
		3.1 Training Approaches
		3.2 Learning Factory
	4 Conclusion and Implications
	References
Sustaining Continuous Improvement of a Higher Health Education Service Through Analytical Methodologies for Determining Customer Satisfaction
	1 Introduction
	2 Methodology
		2.1 Constant Sum Scale
		2.2 Pairwise Comparison
	3 Results
	4 Discussion and Conclusion
	References
Lean, Green and Sustainability
Lean for Social Enterprises: Doing the Right Things
	1 Introduction
	2 Review of the Literature
		2.1 Social Enterprises
		2.2 Challenges and Barriers of Social Enterprises
		2.3 Continuous Improvement and Lean
		2.4 Success Factors for Lean Implementation
		2.5 Lean and Sustainable Business Practices
	3 Lean Implementation in SEs
		3.1 Step 1: Translate Mission and Strategy to Actionable Impact Measures
		3.2 Step 2: Apply Lean Tools to Improve Operational Processes
		3.3 Step 3: Embed Impact Measures in Decision-Making and Communication to Internal and External Stakeholders
		3.4 Step 4: Implement Continuous Process Improvement
	4 Conclusions and Future Research
	References
Lean-Green 4.0: A Starting Point for an Assessment Model
	1 Introduction
	2 Lean-Green Management
	3 Industry 4.0
	4 Lean-Green 4.0 Proposal Framework
	5 Conclusion
	References
Influence of the Lean Approach on Corporate Environmental Sustainability: A Case Study
	1 Introduction
	2 Methodology
		2.1 Application of the Lean Approach through the A3 Model
		2.2 Problem Statement and Problem Background
		2.3 Targets
		2.4 Devolving Countermeasures, Implementing, and Monitoring
	3 Results
	4 Conclusion
	References
Lean in Services
Enhancement of a Data Management System using Design for Lean Six Sigma
	1 Introduction
	2 Literature Review
	3 Methodology
	4 Results
	5 Discussion
	6 Conclusion
	References
Cost of Quality in Construction
	1 Introduction
	2 Literature Review
	3 Methodology
	4 Results
		4.1 Define
		4.2 Measure
		4.3 Analyse and Improve
		4.4 Control
	5 Discussion
	6 Conclusion
	References
Design for Lean Six Sigma Application in a Family Run Multi-generational Micro Enterprise – A Case Study
	1 Introduction
	2 Literature Review
		2.1 SME and Micro Enterprises in Context
		2.2 Lean Implementation
	3 Methodology
	4 Results
	5 Discussion
	6 Conclusion
	References
Lean Implementation in a Painter/Decorator Micro Enterprise: A Case Study
	1 Introduction
	2 Literature Review
	3 Methodology
	4 Results
	5 Discussion
	6 Conclusion
	References
Author Index