{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,28]],"date-time":"2026-04-28T12:42:51Z","timestamp":1777380171557,"version":"3.51.4"},"reference-count":102,"publisher":"MDPI AG","issue":"4","license":[{"start":{"date-parts":[[2020,12,14]],"date-time":"2020-12-14T00:00:00Z","timestamp":1607904000000},"content-version":"vor","delay-in-days":0,"URL":"https:\/\/creativecommons.org\/licenses\/by\/4.0\/"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["Systems"],"abstract":"<jats:p>The main purpose of this paper was to introduce procedural changes based on a type of human resources management tool using Lean Leadership (LL). We sought to determine which Lean Tools (LTs) are able to promote a rapid impact on a company; namely, we aimed to determine which LTs are able to facilitate fast and positive results for companies after their implementation, thus allowing for quick wins. This study was conducted at a medium-sized Portuguese company in the metalworking sector. Results were assessed from two surveys (involving 17 people) regarding perceptions of employee awareness in the machining area for Quality, Maintenance\/Equipment, Process\/Products, Leadership\/Management by Objectives, and Trust and Training. The surveys were conducted at the beginning of the study and at the end of a quarterly period. LTs were used over a period of three months, thus enabling changes to the company\u2019s manufacturing processes which could lead to improved organization, orientation, consistency and viability. Three months were considered an adequate time period to measure whether the tools were effective in the production of quick wins or not. LL allowed for greater awareness of the importance of LTs, the most important feature of which is the aggregation of all of the employees\u2019 energies, which culminates in better operational efficiency and an increase in the employees\u2019 overall positive perceptions of their company\u2019s principles and mindset. The introduction of LL, as well as the implementation of 10 LTs, which are considered to be Quick-Win Tools, enabled employees to improve their perceptions of their company by 6.1%. Lean tools can be implemented quickly and are easily understood by their intended users. These benefits provide additional motivation for their use and for the achievement of highly satisfactory operating results across production areas. This study aims to identify which lean tools allow companies to obtain benefits\/gains quickly. This outcome is the main contribution of this study to the scientific community and to companies. A Quick Win means a rapid improvement in a short period of time. As such, lean tools that provide Quick Wins also contribute to economic development. Due to the restricted time period imposed by the main purpose of this study, statistical analysis of the results was unfeasible.<\/jats:p>","DOI":"10.3390\/systems8040055","type":"journal-article","created":{"date-parts":[[2020,12,14]],"date-time":"2020-12-14T21:25:08Z","timestamp":1607981108000},"page":"55","update-policy":"https:\/\/doi.org\/10.3390\/mdpi_crossmark_policy","source":"Crossref","is-referenced-by-count":28,"title":["A Rapid Improvement Process through \u201cQuick-Win\u201d Lean Tools: A Case Study"],"prefix":"10.3390","volume":"8","author":[{"given":"Jorge","family":"Rodrigues","sequence":"first","affiliation":[{"name":"School of Engineering, Polytechnic of Porto, 4249-015 Porto, Portugal"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-2228-5348","authenticated-orcid":false,"given":"Jos\u00e9 Carlos","family":"S\u00e1","sequence":"additional","affiliation":[{"name":"School of Engineering, Polytechnic of Porto, 4249-015 Porto, Portugal"}]},{"ORCID":"https:\/\/orcid.org\/0000-0001-8570-4362","authenticated-orcid":false,"given":"Francisco J. G.","family":"Silva","sequence":"additional","affiliation":[{"name":"School of Engineering, Polytechnic of Porto, 4249-015 Porto, Portugal"}]},{"ORCID":"https:\/\/orcid.org\/0000-0003-4225-6525","authenticated-orcid":false,"given":"Lu\u00eds Pinto","family":"Ferreira","sequence":"additional","affiliation":[{"name":"School of Engineering, Polytechnic of Porto, 4249-015 Porto, Portugal"}]},{"ORCID":"https:\/\/orcid.org\/0000-0003-1016-5805","authenticated-orcid":false,"given":"Genett","family":"Jimenez","sequence":"additional","affiliation":[{"name":"Department of Industrial Process Engineering, Instituci\u00f3n Universitaria ITSA, Barranquilla 080002, Colombia"}]},{"ORCID":"https:\/\/orcid.org\/0000-0001-9268-3272","authenticated-orcid":false,"given":"Gilberto","family":"Santos","sequence":"additional","affiliation":[{"name":"School of Design, Polytechnic Institute Cavado e Ave, 4750-810 Barcelos, Portugal"}]}],"member":"1968","published-online":{"date-parts":[[2020,12,14]]},"reference":[{"key":"ref_1","doi-asserted-by":"crossref","first-page":"3","DOI":"10.12776\/qip.v23i3.1291","article-title":"Lean management \u201cquick-wins\u201d: Results of implementation. 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