Combining business process management and lean manufacturing to improve information and documentation flows: a case study

Abstract

Purpose

The objective of this work is to demonstrate how the use of a business process management (BPM) methodology reinforced with the use of lean manufacturing (LM) tools and practices enhances information and documentation flows.

Design/methodology/approach

For this purpose, a case study on a large wind blade manufacturing company is described, in which BPM and LM were combined to improve information and documentation flows associated to the process of quality inspections and quality controls.

Findings

The joint use of BPM and LM strongly contributed to the improvement of information and documentation flows. The BPM lifecycle can be used to guide the entire improvement process, while LM tools can be used to act at specific points with an emphasis in the process analysis and implementation phases. Thus, LM complements a BPM approach leading to significant process improvements.

Practical implications

The results show that LM can be used to support some phases of the BPM lifecycle. Furthermore, LM can contribute to identify lean waste in information and documentation flows associated to quality management processes and help in the selection of methods and tools to support process improvements.

Originality/value

This study is one of the first reporting the use of LM tools and practices as complementary to the BPM methodology to support the improvement of information and documentation flows associated to quality management in a large manufacturing company. This research enriches the literature by presenting empirical evidence that these two continuous improvement approaches are not incompatible in their objectives and visions and can complement each other.