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).