Footnotes
1. A key observation at this stage was that many improvement initiatives had not used Lean concepts, but instead applied alternative advanced concepts of operations management and systems thinking (although they call this 'Lean'). Some of these sites, therefore, were immediately rejected because of their lack of focus on Lean.
2. The codes used in the left-hand column of this table are used later to identify the source of quotes used in subsequent chapters
3. The Weir Model is a Lean implementation project approach developed and designed by the Weir Group. More information on this approach can be found in http://www.onesixsigma.com/organisations/Weir520Pumps
4. The codes used in the left-hand column of this table are used later to identify the source of quotes used in subsequent chapters
5. Command and control is described by John Seddon as separating decision-making from work, expecting managers to make decisions with measures like budgets, standards and, targets. Also, that managers are taught that their job is to manage people and budgets
6. Failure demand is described as the demand on a process or system because the process or system is broken and has failed to deliver. For example, in a call centre it is analysing the reason why people are calling with problems and addressing the root cause rather than focusing on reducing the cost per call answered.
7. Value-stream mapping is a process analysis tool used within Lean to identify the key process characteristics such as the sequence of activities in the process, their speed or cycle time and contains a judgement as to whether or not the activities add value for the customer. "Current state" maps are used to capture the existing process and these are adapted to "future state" maps that suggest how the process may be changed to become Lean.
8. The NHS in England has used a collaborative approach to improvement, whereby health regions were grouped together for training in Lean principles and to share knowledge of successful ideas. The programmes were supported by significant investment in technical guidance, knowledge development and site assistance.
9. See Literature Review (Annex 1) and the glossary for more details on a RIE/Kaizen Blitz
10. Single status is the assimilation of existing employees to the new pay spinal column in accordance with the agreements reached in the Scottish Joint Council.
11. In this case 6S is an adaptation of the Lean thinking "5S" tool which contains five separate aspects of assessing workplace orderliness, tidiness and general housekeeping. The added sixth "S" is sustainability.
12. Note that we are using a very loose definition of 'Lean' - essentially looking for good practice of process/ operations improvement that has allowed reduction of waste, improvement of flow and better concept of customer and process view.
13. The definition of Just In Time ( JIT) used for this study is: "A philosophy of making when needed and directed towards the elimination of waste, where waste is anything which adds cost, but not value to a product" (43).
14. The definition of Total Quality Management ( TQM) used for this study is: "The management of quality at every stage of operations, from planning and design through self-inspection, to continual process monitoring for improvement opportunities" (43).
15. The definition of Business Process Re-engineering ( BPR) used for this study is: " The logical organisation of people, materials, energy, equipment and procedures into work activities designed to produce a specific end result" (7, 43)