Periodicity.: March - April 2019
e-ISSN......: 2236-269X
Cover Image

Implementation of Lean Practices in Banks: A Qualitative Research

Zeeshan Ahmad Khan, Muhammad Ahmad, Sehrish Butt


For Pakistani banks to remain competitive in this 21st century, they have to adopt and excel in practices that have brought significant competitive advantages to firms worldwide. Among these practices, lean management has played a significant role. There is a need to develop a systematic approach to access up to what extent firms are adopting lean practices. The objective of this research is to measure the level of adoptions of lean practices in banking sector in Pakistan. Face to face structured interviews were conducted and our findings suggest that banks are not implementing lean practices in true spirit. To implement lean practices holistically, bank employees should understand the philosophy of lean.


Lean Management; Practices; Pakistan; Banking sector; Semi structured interviews

Full Text:



ALINA-MARIA, V. (2011) Lean management in banking. Annals of the University of Craiova Economic Sciences, p. 118-123.

ANAND, G.; KODALI, R. (2009) Development of a framework for lean manufacturing systems. International Journal of Services and Operations Management, p. 687–716.

BARKLEY, D. L. (2006) the value of case study research on rural entrepreneurship: useful method. ERS-RUPRI conference, Exploring Rural Entrepreneurship: Imperatives and Opportunities for Research, p. 1-17. Washington, DC.

BHUTTA, M. K.; ROSADO-FEGER, A. L.; HUQ, F.; MUZAFFAR, A. (2013) Exploratory study of adoption of lean management practices in Pakistani textile firms. International Journal of Services and Operations Management, p. 338-357.

CHIBAIRA, B.; HATTINGH, T. S. (2013) Applying lean principles in a school environment to reduce lead time and improve quality. SAIIE25 Proceedings. Stellenbosch,: SAIIE.

CRONJE, J. (2007) Assessing the relative efficiency management of south african banks. Management Dynamics, p. 11-23.

DEELY, M. (2014) Why Lean Banking Is The Only Future For Your Financial Institution. Retrieved from Big Sky Associates:

DEPAULO, P. (2010) Sample size for qualitative research. Retrieved from Quick's Media:

DUTHOIT, C.; BARTLETTA, S.; BHATIA, R. (2010) Lean Banking: A Holistic Approach to Significant and Sustainable Value. Retrieved from

FEAGIN, J. R.; ORUM, A. M.; SJOBERG, G. (1991) A Case for Case Study. North Carolina: The University of North Carolina Press.

GOLDENBAUM-GABER, D.; RIZENBACH, R. (2013) Implementing the Lean Approach in a Financial Organization. Retrieved from Tefen:

GOLDMAN, S. L.; NAGEL, R. N.; PREISS, K. (1994) Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer. New York: Van Nostrand, Reinhold.

GOLEANSSIXSIGMA (2015) Retrieved from Lean Six Sigma Success Stories in the Financial Services Industry:

HINES, P.; HOLWEG, M.; RICH, N. (2004) Learning to evolve: A review of contemporary lean thinking. International Journal of Operations & Production Management, p. 994-1011.

JAARON, A.; BACKHOUSE, C. (2011) A methodology for the implementation of lean thinking in manufacturing support services. International Journal of Services and Operations Management, p. 389–410.

KANAKANA, M. (2013) Lean in service industry. SAIIE24 proceedings. Stellenbosch: SAIIE25 Proceedings.

LACHOS, I.; OGDANOVIC, A. (2013) Lean thinking in the european hotel industry. Tourism Management, p. 354-363.

LEBIDES, M. (2012) Can we depend on the service delivery of a South African Financial Institution. Cape Town: Graduate School of Business, University of Cape Town.

MALEYEFF, J. (2006) Exploration of internal service systems using lean principles. Management Decision, p. 674-689.

MINISTRY OF FINANCE (2017) Economic Survey of Pakistan 2016-2017. Islamabad: Goverment of Pakistan.

NORDIN, N.; DEROS, B. M.; WAHAB, D. A.; NIZAM, M. (2012) A framework for organisational change management in Lean manufacturing implementation. International Journal of Services and Operations Management, p. 101–117.

NZAMA, M. E.; MBHELE, T. P. (2015) Fuzzy effectiveness of self-service innovative systems in the lean retail banking sector. Banks and Bank Systems, p. 44-53.

PORTIOLI-STAUDACHER, A.; ANTARDINI, M. (2012) Lean implementation in non-repetitive companies: a survey and analysis. International Journal of Services and Operations Management, p. 385–406.

PRICEWATERHOUSECOOPERS (2013) Shaping the Bank of the future. South African Banking Survey. PricewaterhouseCoopers.

SAYER, N. J.; WILLIAMS, B. (2012) Lean For Dummies. Wiley Publishing.

SHAH, R.; WARD, P. T. (2007) Defining and developing measures of lean production. Journal of Operations Management, p. 785–805.

TYRER, N. (2010) Brand South Africa. Retrieved from Banks ‘must improve customer service’:

YIN, R. K. (2009) Case Study Research: Design and Methods. California: Sage Publications.

ZAREI, M.; FAKHRZAD, M.; PAGHALEHC, M. J. (2011) Food supply chain leanness using a developed QFD model. Journal of Food Engineering, p. 25-33.


Article Metrics

Metrics Loading ...

Metrics powered by PLOS ALM


  • There are currently no refbacks.

Copyright (c) 2019 Zeeshan Ahmad Khan, Sehrish Butt

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.


Logo Gaudeamus






Logo Kennedy

Logo Columbia

Logo UCS


Logo OPT

Logo Biblioteca Professor Milton Cabral Moreira

Logo UFL