A model for applying lean thinking to value creation

Abstract

Purpose

The purpose of this paper is to provide guidance for the management of supply chains in order to increase the likelihood of lean thinking being generally adopted for the purposes of value creation, and to examine the potential role of the customer in improving supply chain performance. This study aims to address the impact of lean thinking when it is used in supply chains, then to address the relevant factors needed to enhance the entire process of chain value creation.

Design/methodology/approach

A survey of extant studies in the Egyptian industrial sector is undertaken here, involving a questionnaire which was distributed to all managerial levels in all departments of a number of companies. This questionnaire is divided to two main sections. The first section considers the question of value creation, while the second is related to lean thinking.

Findings

The model which is presented here is intended to examine the nature of the relationship between lean thinking and value creation in supply chains. Consequently, it could help to enhance customer satisfaction, increase internal‐customer performance and provide innovative products.

Research limitations/implications

The study is based on a sample of relatively limited geographical scope (in Egypt) and the duration of the survey is limited to one year. Future research could expand the geographical coverage to other parts of the world over a longer duration.

Practical implications

Internal resistance is more of a barrier than external (customer or supplier) resistance to lean thinking. Thus, organizations should focus first on internal (functional) integration, and then move on to inter‐organizational integration. Furthermore, people are often critical of the role of technology in implementing lean thinking.

Originality/value

Little empirical research has previously been carried out into the implementation of lean thinking. Practitioners and researchers should find value in this unique comparative study.

Citation

Shamah, R.A.M. (2013), "A model for applying lean thinking to value creation", International Journal of Lean Six Sigma, Vol. 4 No. 2, pp. 204-224. https://doi.org/10.1108/20401461311319365