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The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution

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  • Leander Luiz Klein
  • Kelmara Mendes Vieira
  • Thiago Schirmer Feltrin
  • Matheus Pissutti
  • Luciano Dibi Ercolani

Abstract

The applicability of Lean practices has been growing in the most different types of organizations, including public ones. Considering the growing need for better and more effective management systems, the objective of this work is to evaluate the influence of Lean practices on process effectiveness. A literature review was carried out to find Lean practices applicable to the public sector organizations and to outline the hypotheses of the work. The method of work consists of a survey, whose data collection was conducted through a questionnaire. The population of the study was composed by all the administrative servants of a public institution in Brazil. A valid sample of 997 answers was obtained from the studied institution. The data analysis was carried out by means of descriptive statistics, exploratory and confirmatory factor analysis, and multiple regression. The results allow identifying a positive influence of four Lean practices on the effectiveness of processes, which are: “Continuous improvement,†“Long-term thinking,†“Leadership support,†and “Focus on the final user.†The results also showed the influence of some dummy variables, such as “time in the public service†and “being head of sector.†As a conclusion of this work, it can be stated that Lean practices act as a basis for the effectiveness of processes and may optimize operational and administrative activities in public organizations.

Suggested Citation

  • Leander Luiz Klein & Kelmara Mendes Vieira & Thiago Schirmer Feltrin & Matheus Pissutti & Luciano Dibi Ercolani, 2022. "The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution," SAGE Open, , vol. 12(1), pages 21582440221, March.
    • Handle: RePEc:sae:sagope:v:12:y:2022:i:1:p:21582440221088837
    DOI: 10.1177/21582440221088837
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    References listed on IDEAS

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    1. Trkman, Peter, 2010. "The critical success factors of business process management," International Journal of Information Management, Elsevier, vol. 30(2), pages 125-134.
    2. White, Halbert, 1980. "A Heteroskedasticity-Consistent Covariance Matrix Estimator and a Direct Test for Heteroskedasticity," Econometrica, Econometric Society, vol. 48(4), pages 817-838, May.
    3. Scherrer-Rathje, Maike & Boyle, Todd A. & Deflorin, Patricia, 2009. "Lean, take two! Reflections from the second attempt at lean implementation," Business Horizons, Elsevier, vol. 52(1), pages 79-88.
    4. Loay Salhieh & Abdallah A. Abdallah, 2019. "A two-way causal chain between lean management practices and lean values," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 68(5), pages 997-1016, March.
    5. Zoe Radnor & Paul Walley, 2008. "Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector," Public Money & Management, Taylor & Francis Journals, vol. 28(1), pages 13-20, February.
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    7. Zoe Radnor & Stephen P. Osborne, 2013. "Lean: A failed theory for public services?," Public Management Review, Taylor & Francis Journals, vol. 15(2), pages 265-287, February.
    8. Shradha Gupta & Monica Sharma & Vijaya Sunder M., 2016. "Lean services: a systematic review," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 65(8), pages 1025-1056, November.
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    Cited by:

    1. Emily M. Simonsen & Rodrigo F. Herrera & Edison Atencio, 2023. "Benefits and Difficulties of the Implementation of Lean Construction in the Public Sector: A Systematic Review," Sustainability, MDPI, vol. 15(7), pages 1-22, April.
    2. Aamir Rashid & Rizwana Rasheed, 2023. "Mediation of Inventory Management in the Relationship Between Knowledge and Firm Performance," SAGE Open, , vol. 13(2), pages 21582440231, April.

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