Lean approach in knowledge work
Journal of Industrial Engineering and Management
JIEM
2013-0953
Lean Approach in Knowledge Work
Hanna Kropsu-Vehkapera 1
Ville Isoherranen 0 1
0 Kerttu Saalasti Institute (KSI) , Finland
1 University of Oulu , Finland
Purpose: Knowledge work productivity is a key area of improvement for many organizations. Lean approach is a sustainable way to achieve operational excellence and can be applied in many areas. The purpose of this novel study is to examine the potential of using lean approach for improving knowledge work practices. Design/methodology/approach: A systematic literature review has been carried out to study how lean approach is realized in knowledge work. The research is conceptual in nature and draws upon earlier research findings. Findings: This study shows that lean studies' in knowledge work is an emerging research area. This study documents the methods and practices implemented in knowledge work to date, and presents a knowledge work continuum, which is an essential framework for effective lean approach deployment and to frame future research focus in knowledge work productivity. Research limitations/implications: This study structures the concept of knowledge work and outlines a concrete concept derived from earlier literature. The study summarizes the literature on lean in knowledge work and highlights, which methods are used. More research is needed to understand how lean can be implemented in complex knowledge work environment and not only on the repetitive knowledge work. The limitations of this research are due to the limited availability of previous research. Practical implications: To analyze the nature of knowledge work, we implicate the areas where lean methods especially apply to improving knowledge work productivity. When applying lean in knowledge work context the focus should be using the people better and improving information flow. Originality/value: This study focuses on adapting lean methods into a knowledge work context and summarizes earlier research done in this field. The study discusses the potential to improve knowledge work productivity by implementing lean methods and presents a unique knowledge work continuum to frame previous research and give focus for future research.
lean; knowledge work; knowledge work continuum; knowledge work productivity; operational excellence
1. Introduction
Given increasingly competitive workplace settings, organizations are seeking ways to improve their work methods.
The importance and challenge of improving knowledge work productivity has long been discussed (Drucker, 1969;
Drucker, 1999b; Holtshouse, 2010), especially since organizations tend to require knowledge more so than physical
work (Newell, 2015). More complex production systems demand labor that is capable of handling, combining and
creating new knowledge (Pyöriä, 2005).
The challenge of knowledge work productivity has increased
(Drucker 1999a; Laihonen, Jääskeläinen, Lönnqvist &
Ruostela, 2012)
; this is further enhanced by slow economic growth, particularly in Europe. Many manufacturing
jobs have moved to China and East Asia in the last decade, and these countries are highly cost competitive, putting
more pressure on higher-cost ones to develop their operations. The pressure of cost savings has now moved
towards knowledge work, and office workers now face the same challenges as factory workers did a decade ago:
their work can be done at lower costs at foreign companies who pay lower wages. As such, knowledge work
productivity and efficiency is a key improvement area for many companies. Operational excellence must be
achieved not only in factories but also in office settings. Lean methods are a potential approach to solving this
challenge (Stone, 2012), and the number of studies about implementing lean methods in different fields have
recently increased (e.g. Hadid & Afshin Mansouri, 2014; Gupta, Sharma & Sunder, 2016). However, there is
currently no standard method of applying lean values, principles and tools to the knowledge-based workforce,
leaving many companies struggling to implement successful lean projects (Staats & Upton, 2011). These projects
often fail to deliver value to organizations’ pursuits of productivity, operational excellence and competitive
advantage.
To employ lean thinking and approaches, it is crucial to understand the context of their application. For instance,
the heterogeneity of the workforce makes it difficult to treat all service activities alike
(Hadid & Afshin Mansouri,
2014)
where knowledge work is only a part of the work. The diverse nature of knowledge work also affects lean
implementation possibilities. As such, the key objective is to understand the different characteristics connected to
the concept of knowledge work and how these characteristics affect lean implementation. The concept of
knowledge work is often lightly touched upon in research articles when discussing the nature of today’s work;
instead, such research often f (...truncated)