International Journal of Lean Enterprise Research
- Editor in Chief
- Dr. Yi-Chi Wang
- ISSN online
- ISSN print
- 4 issues per year
IJLER fosters discussion on the principles and implementation of lean thinking. It is aimed at the adaptation of lean principles in various contexts, which include industry and service sectors, profit and non-profit. The influences of cultural differences on (the implementation of) lean principles are also relevant, as is the relation between lean thinking and decisions regarding the deployment of information systems. IJLER provides a platform for proposals and discussion of new and amended tools and techniques to implement lean principles.
Topics covered include
- Implementation of lean techniques
- Lean product and process development
- Lean manufacturing
- Lean production systems
- Lean accounting
- Lean information systems
- Lean services
- Lean healthcare
- Lean supply chains and logistics
- Lean enterprise modelling and simulation
- Lean enterprise architectures
- Lean enterprise transformation
- Lean project management
- Case studies
The objectives of IJLER are to establish a leading international channel of communication between academic researchers and practitioners working in interdisciplinary fields on the issues of achieving lean enterprises. It also aims to develop, promote, disseminate and co-ordinate progress in lean enterprise research among the relevant international professional communities.
IJLER is a global forum to help academics, industrial practitioners, researchers, enterprise decision makers and indeed all professionals who have been progressing lean principles to discuss important issues and concepts in lean enterprise research, and to disseminate and to learn from each other's work.
IJLER publishes high-quality original papers, review papers, technical reports, case studies, conference reports, management reports, book reviews, notes, commentaries and news. Special Issues devoted to important topics in lean enterprise research will occasionally be published by compiling selected papers from significant international conferences and symposiums and invited papers from prominent researchers.
Editor in Chief
- Wang, Yi-Chi, Feng Chia University, Taiwan
Editorial Board Members
- Åhlström, Pär, Stockholm School of Economics, Sweden
- Azevedo, Americo, University of Porto, Portugal
- Chan, Felix T.S., The Hong Kong Polytechnic University, Hong Kong SAR, China
- Chen, F. Frank, University of Texas at San Antonio, USA
- Cudney, Elizabeth Anne, Missouri University of Science and Technology, USA
- Garza-Reyes, Jose Arturo, University of Derby, UK
- Gershenson, John K., Michigan Technological University, USA
- Heragu, Sunderesh S., Oklahoma State University, USA
- Kim, Dong-Won, Chonbuk National University, South Korea
- Koh, Siau Ching Lenny, University of Sheffield, UK
- Kumar, Vikas, University of the West of England, UK
- Liao, T. Warren, Louisiana State University, USA
- Papadopoulou, Theopisti C., Kingston University, UK
- Sabuncuoĝlu, İhsan, Bilkent University, Turkey
- Torvinen, Seppo, Tampere University of Technology, Finland
- Wang, Lihui, KTH Royal Institute of Technology, Sweden
- Wyrick, David A., Al Akhawayn University, Morocco
- Wysk, Richard A., North Carolina State University, USA
- Yang, Taho, National Cheng Kung University, Taiwan
A few essentials for publishing in this journal
- Submitted articles should not have been previously published or be currently under consideration for publication elsewhere.
- Conference papers may only be submitted if the paper has been completely re-written (more details available here) and the author has cleared any necessary permissions with the copyright owner if it has been previously copyrighted.
- Briefs and research notes are not published in this journal.
- All our articles go through a double-blind review process.
- All authors must declare they have read and agreed to the content of the submitted article. A full statement of our Ethical Guidelines for Authors (PDF) is available.
- There are no charges for publishing with Inderscience, unless you require your article to be Open Access (OA). You can find more information on OA here.
- All articles for this journal must be submitted using our online submissions system.
- Submit here.
13 September, 2018
A "lean" business approach to healthcare could reducing patient times, allow staff to be employed more effectively, improve the quality of healthcare provision, decrease waste and lower costs. However, three case studies carried out in the UK's National Health Service suggests that there are still significant barriers to the adoption of "lean" practices that aim to streamlines processes and interactions and operate on an as-needed basis in terms of the provision of supplies and services. The main barrier for almost nine out of every ten NHS staff interviewed was one of terminology and understanding the fundamental concepts of "lean". Leadership and better communication of the paradigm are needed if the rewards of implementing a lean approach are to be wrought [...]More details...