A short review of lean service / Azyyati Anuar, Daing Maruak Sadek and Wan Nor Faaizah Wan Omar

• Main Authors: Anuar, Azyyati, Sadek, Daing Maruak, Wan Omar, Wan Nor Faaizah
• Format: Book Section
• Language: English
• Published: Faculty of Business & Management, Universiti Teknologi MARA (UiTM) Cawangan Kedah 2020
• Subjects: Management. Industrial Management; Total quality management. Benchmarking
• Online Access: https://ir.uitm.edu.my/id/eprint/47877/1/47877.pdf; https://ir.uitm.edu.my/id/eprint/47877/

The concept of lean has been expanded to the various organization sectors which is not restricted in manufacturing sector but can be applied in any organization (Emiliani 2006; Gupta and Sharma 2018) including service sector (Krishnan & Parveen, 2013). The aims of manufacturing and service sector are to improve their operations (Cavdur, Yagmahan, Oguzcan, Arslan, & Sahan, 2019) by eliminating non-value added activities (Gupta and Sharma 2018). Allway and Corbett (2002) has stated that service companies need to deliver a good quality service by confronting economic, market and regulatory challenges in order to meet customers’ expectations. Besides, the implementation of lean services is to meet the customers’ requirements in a profitable way (Petrusch & Vaccaro, 2019). Therefore, Bowen and Youngdahl (1998) introduced lean service in their pioneering article entitled; lean’ service in defense of a production-line approach. They have also underlined the characteristics of lean service; reduction of performance tradeoffs, flow production and JIT pull, value chain orientation, increased customer focus and training and employee empowerment (Bowen & Youngdahl, 1998).