Lean Service Waste Classification and Methodological Application in a Case Study

This study explores the application of Lean principles in the service sector, addressing the complexities of translating manufacturing-focused methodologies to intangible service activities. Lean Services, a relatively recent concept, lacks a standardised definition, leading to varied interpretations ranging from customer-centric approaches to waste reduction strategies. Through a comprehensive literature review and a case study of a European scooter and motorcycle manufacturer, this research identifies a consolidated list of service-specific wastes, bridging a critical gap in Lean Services research. Additionally, the study compares two prominent methodologies—DMAIC (Define–Measure–Analyse–Improve–Control) from Six Sigma and the Cost Deployment pillar from World Class Manufacturing (WCM)—in the context of Lean Services. The analysis highlights DMAIC’s strength in advanced statistical tools and targeted problem-solving, contrasting with WCM’s systemic approach, emphasising economic feasibility and broader resource integration. By examining their individual and combined applicability, this research provides actionable insights for selecting methodologies based on specific objectives, time constraints, and resources. This work contributes to the evolving understanding of Lean Services, offering a framework for practitioners to enhance efficiency and drive continuous improvement in service-based processes.