论文代写：精益管理
虽然实现精益实践服务,许多挑战可能出现包括问题,包括服务过程是复杂的,依赖集中在人们有时也缺乏透明度和可见性的过程(Sarkar,2009)。
服务是含有过程笨拙,庞大而复杂的前景。这种复杂的结构的过程很难实现。像这样开车的变化这种复杂的过程并不容易实现。另一个问题,使得实现精益管理服务的具有挑战性的因素是服务过程依赖于密集使用的人。“精益的无形要素实现在服务过程中依赖于情绪的人以及他们如何感到它在不同的时间点”(Sarkar,2009)。因此这个因素很难开车在变化过程的服务。因此,为了确保精益管理可以实现需要共同努力的所有有关个人(Sarkar,2009)。
此外,很多时候在服务过程不完全可见。这个问题会导致缺乏适当的系统,通过它的浪费和冗余部分服务无法轻易识别。什么使的任务实现困难的问题缺乏完整的清晰的每一个部分的影响过程。只有全面和详细的调查可以浪费的过程被识别为精益实现。很有可能,甚至许多组织显然无法识别区域或流程可针对精益管理服务的目的(Sarkar,2009)。
论文代写：精益管理
While implementing lean practices in services, a number of challenges might crop up which includes issues that include the fact that processes in services are complex, dependent intensively upon people and also at times there is lack of clarity and visibility of the processes (Sarkar, 2009).
Services are laced with processes which are unwieldy, large and complex in its outlook. Such complex structure of the processes makes it difficult to implement. As such driving changes in such complex processes are not easy to implement. Another issue that makes implementation of lean management in services challenging is the factor that the processes in services are dependent on intensive use of people. “The intangible elements of Lean implementation in service processes are dependent on moods of people and how they are feeling it at different points of time” (Sarkar, 2009). As such this factor makes it difficult to drive in changes within processes of services. Therefore, to ensure that lean management can be implemented requires concerted effort on the part of all concerned individuals (Sarkar, 2009).
Further, many a times processes within the services are not completely visible. This problem leads to lack of proper system through which wasteful and redundant portions of the services cannot be easily identified. What makes the task of implementation difficult is the issue of lack of complete clarity of the impact of each of the portions of the process. Only with thorough and detailed investigation can wasteful processes be identified for lean implementation. It is highly likely that many organizations clearly fail to even identify areas or processes which could be targeted for the purpose of lean management in services (Sarkar, 2009).
