INFLUENCE OF LEAN OFFICE TRAINING ON ITS APPLICATION IN ADMINISTRATIVE PROCESSES: A CONCEPTUAL PROPOSAL

Abstract

The pursuit of operational efficiency has taken lean principles beyond the factory floor, reaching administrative processes through Lean Office. The effectiveness of this approach depends not only on technical knowledge but also on the perception of applicability by the professionals who will implement it. This article proposes a conceptual and methodological model to investigate how Lean Office training influences the perception, acceptance, and intention to apply its principles in administrative processes. This is a theoretical-methodological study that precedes quasi-experimental empirical research. The following are presented: (i) the theoretical foundation that supports the relationship between training and perception; (ii) a model with five constructs: perceived knowledge, perceived usefulness, acceptance, intention to apply, and barriers; (iii) a 40-hour training program; (iv) the data collection instruments; (v) the research hypotheses; and (vi) the projections of results. It is expected that the training will promote significant increases in all perceptual dimensions, with effects ranging from moderate to large. Empirical validation of this model can contribute to improving Lean training programs, both in academia and in organizations.