Exploration of internal service systems using lean principles

Purpose The purpose of this paper is to attempt to provide insight into the management of an internal service system derived from a perspective of Lean management. These internal service systems would exist within professional service units of development, engineering, information technology, human resources, and consumer affairs. Design/methodology/approach A meta-analysis of approximately 60 internal service systems was performed. The objectives of the meta-analysis were: identification of structural similarities; categorization of wasteful activities; tabulation of typical problems; and synthesis and exploration. Findings Internal service systems have numerous common structural characteristics, including the importance of information, process flows across functions, many hand-offs of information, hidden costs and benefits, and no explicit motivation for urgency. The wasteful activities can be classified into seven groups: delays, reviews, mistakes, duplication, movement, processing inefficiencies, and resource inefficiencies. The most common problems included a lack of standard procedures, long service times, communication breakdowns, and poor personnel management. Research limitations/implications Critical insights valuable to a manager of an internal service system are: it is likely that the main service provided is information; it is likely that cross-functional coordination is required; and it is likely that people play a critical role in the system's performance. These insights can form the basis of cross-function cooperative improvement efforts. Originality/value The paper presents the first known large-scale assessment of problems and opportunities in applying Lean principles to internal service systems.