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1 – 10 of 977Qinru Wang, Xiaobo Xu and Yonggui Wang
In this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this…
Abstract
Purpose
In this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this relation.
Design/methodology/approach
The authors measure the level of SC strategy using natural language processing based on the annual financial reports of listed firms. Secondary data analysis is conducted on various databases encompassing 1,241 listed firms in China from 2011 to 2020. Additional tests are performed to assess the robustness of the results, and alternative explanations are duly considered.
Findings
The authors find that firms with an advanced level of SC strategy perform better on SCT. Furthermore, the authors observe that Agile SC strategy and Lean SC strategy have different effects on SCT over a firm’s life cycle. Agile SC strategy (the ratio of the proportion of Agile SC strategy word frequency divided by the proportion of Lean SC strategy word frequency greater than 1) has a significantly positive effect on SCT in the maturity stage; Lean SC strategy (the ratio less than 1) has a positive effect on SCT in the growth and decline stages. An increase in online media coverage negatively moderates the impact of the SC strategy (frequency of Lean and Agile SC strategy-related keywords) on SCT in the maturity stage. An increase in government environmental subsidies positively moderates the impact of SC strategy on SCT in the maturity and decline stages. Additionally, an increase in industrial competition intensity positively moderates the impact of the SC strategy on SCT in the decline stage.
Originality/value
The authors' study contributes to the Operations and Supply Chain Management (OSCM) literature by revealing the positive impact of SC strategy on SCT with objective secondary data. Additionally, the authors examine the moderating effects of moderators over the lifecycle of a firm on this relationship in an emerging market context. The authors' findings offer valuable guidance to companies operating in diverse market environments, providing actionable insights to strengthen their SC strategies and enhance SCT.
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M.S. Narassima, V. Aashrith, C. Aldo Ronald, S.P. Anbuudayasankar and M. Thenarasu
The textile industry contributes 2 and 3% to the global and Indian Gross Domestic Product (GDP), respectively. India supplies a quarter of global cotton yarn. Yet, most yarn…
Abstract
Purpose
The textile industry contributes 2 and 3% to the global and Indian Gross Domestic Product (GDP), respectively. India supplies a quarter of global cotton yarn. Yet, most yarn manufacturing companies use outdated methods and lack organisational skills and strategies. Improvement in processes in India could significantly help the industry worldwide.
Design/methodology/approach
The variables that influence the performance of the system were identified. Their interrelationships and impact were identified from the employees in the chosen case study, a yarn manufacturing industry. A System Dynamics (SD) approach was employed to study the benefits of implementing 5S lean strategies. The impact of each variable on various performance measures such as throughput, Work In Progress, processing time, waiting time, idle time, over-processing and scraps was analysed.
Findings
Improvement in outcomes reflected an enhanced adoption of leanness in the industry. The decision-makers can utilise this study to optimise the necessary parameters in the system and attain the desired productivity levels. Better resource management and reduced processing time helped increase the despatch rate by 9.735% and decrease the WIP by 23.01%. Time management helped to reduce the inventory, idle time and waiting time. Over-processing, defects and scraps were minimised, indicating a shift towards lean.
Research limitations/implications
This study pioneers the use of SD simulation models for optimising yarn manufacturing using lean strategies. Improvement in performance measures by integrating these strategies opens avenues for future research using multiple approaches to address a problem.
Practical implications
Implementing 5S lean principles and simulations enhances productivity, reduces waste and optimises resource management for the yarn manufacturing industry. Decision-makers can employ simulation to witness the outcomes of their changes without investing cost and time and without associated implementation risks.
Originality/value
The use of a simulation model to witness the benefits of incorporating lean strategies in yarn production has not been explored. This approach could help the managers and policymakers understand their existing system's shortcomings and critical areas that require improvement.
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Agana Parameswaran, K.A.T.O. Ranadewa and Akila Pramodh Rathnasinghe
The proliferation of lean principles in the construction industry is offset by the enduring uncertainty among industry stakeholders regarding their respective roles in lean…
Abstract
Purpose
The proliferation of lean principles in the construction industry is offset by the enduring uncertainty among industry stakeholders regarding their respective roles in lean implementation. This uncertainty is further compounded by the scarcity of empirical investigations in this area. Consequently, this study undertakes the task of bridging this knowledge gap by identifying the critical roles of lean learners and their indispensable contributions to achieving successful lean implementation.
Design/methodology/approach
A qualitative exploratory approach informed by an interpretivism perspective was adopted. The case study strategy was employed to gather data from three contracting organisations that had implemented lean practices. Empirical data was collected through in-depth semi-structured interviews with fifteen industry experts and complemented by document reviews. To analyse the data, a code-based content analysis approach was employed using NVivo software, while Power BI software was utilised to develop a comprehensive force-directed graph visualisation.
Findings
The research findings substantiated nine lean learners and unveiled a set of seventy-three roles associated with them. The force-directed graph facilitated the identification of lean learners and their connections to the emerged roles. Notably, the graph highlighted the pivotal role played by project managers and internal lean trainers in ensuring the success of lean implementation, surpassing the contributions of other lean learners.
Originality/value
The implications of findings extend to industry professionals seeking to establish a robust lean learning framework to expedite lean implementation within the construction sector. This study not only provides a comprehensive definition of lean learners’ roles but also transcends specific construction types, making it a significant catalyst for global impact.
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Payam Nikneshan, Arash Shahin and Hamid Davazdahemami
This study aims to propose an integrated framework for analyzing the effect of lean and agile innovation on the lean and agile supply chains.
Abstract
Purpose
This study aims to propose an integrated framework for analyzing the effect of lean and agile innovation on the lean and agile supply chains.
Design/methodology/approach
The literature was reviewed and the dimensions of lean and agile supply chain/innovation were extracted. The statistical population included the managers and experts of pharmaceutical companies in Isfahan province. Eight pharmaceutical companies were selected. A researcher-made questionnaire was used to investigate the research variables. The face and content validity of the questionnaire and the data reliability were confirmed. After data collection, the studied companies were positioned in a two-by-two matrix and the associated data of two cells of the matrix, i.e. high lean supply chain/innovation and high agile supply chain/innovation were used for further statistical effect analysis using Smart-PLS.
Findings
The research results indicated that with the improvement of lean innovation in pharmaceutical companies, the lean supply chain improved by 97.9%; and with the improvement of agile innovation, the agile supply chain improved by 97.1%.
Practical implications
Considering lean innovation, pharmaceutical companies should deal with the process of conceptualizing innovation, and regarding agility strategy, their focus should be more on generating ideas to improve their agile supply chain. This study was performed during the COVID-19 pandemic and offers appropriate innovation strategies to improve the supply chain of pharmaceutical companies.
Originality/value
The literature review implies that no research has been conducted on the selected and classified variables of this study. Also, using the positioning matrix before statistical analysis distinguishes this paper from similar studies.
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Manoj Palsodkar, Gunjan Yadav and Madhukar R. Nagare
The market's intense competition, the unpredictability of customer demands and technological advancements are compelling organizations to adopt new approaches, such as agile new…
Abstract
Purpose
The market's intense competition, the unpredictability of customer demands and technological advancements are compelling organizations to adopt new approaches, such as agile new product development (ANPD), which enables the introduction of new products to the market in a short span. The existing ANPD literature review articles are lacking in portraying recent developments, potential fields of adoption and the significance of ANPD in organizational development. The primary goal of this article is to investigate emerging aspects, current trends and conduct a meta-analysis using a systematic review of 177 ANPD articles published in peer-reviewed journals between 1998 and 2020.
Design/methodology/approach
The articles were categorized based on their year of publication, publishers, journals, authors, countries, universities, most cited articles, etc. The authors attempted to identify top journals, authors, most cited articles, enablers, barriers, performance metrics, etc. in the ANPD domain through the presented study.
Findings
The major themes of research articles, gaps and future trends are identified to assist academicians and ANPD practitioners. This study will benefit ANPD professionals by providing them with information on available literature and current ANPD trends.
Originality/value
Through meta-analysis, this study is one of the unique attempt to categorize ANPD articles to identify research gaps and highlight future research trends. A distinguishing feature of the presented study is the identification of active journals, publishers and authors, as well as enablers, barriers and performance metrics.
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Marte D.-Q. Holmemo and Eirik Bådsvik Hamre Korsen
This paper aims to gain empirical insights into the relationship between lean production and digitalization within Industry 4.0 from a process-theoretical perspective. Following…
Abstract
Purpose
This paper aims to gain empirical insights into the relationship between lean production and digitalization within Industry 4.0 from a process-theoretical perspective. Following an initial report at the European Lean Educators Conference 2021 conference, the authors searched for explanations as to why digital lean tools stagnate, whereas production improves continuously.
Design/methodology/approach
This paper is based on a qualitative case study in a Norwegian processing industry company over a period of 18 months from 2020 to 2022.
Findings
Process theory offers explanations of why digitalization and lean can change over time. Despite agile development, digitalization is still characterized by centralization and programmatic planning. Lean production is decentralized, with long-term and continuous change processes. This creates challenges for coordination between digitalization and lean.
Practical implications
Organizations should strive for coordination and collaboration between central and local decision makers and between digital and business process competence. Digital systems should have built-in flexibility for local setup, and local managers need sufficient competence to set up systems that are aligned with continuous improved production.
Originality/value
This study contributes empirical insights into real-life industry challenges to a literature that has until now been theoretical and focused on potential synergies.
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Dharmendra Hariyani, Sanjeev Mishra and Milind Kumar Sharma
Scarcity of resources and ever-changing demand have attracted the government and manufacturers for an integrated sustainable-green-lean-six sigma-agile manufacturing system…
Abstract
Purpose
Scarcity of resources and ever-changing demand have attracted the government and manufacturers for an integrated sustainable-green-lean-six sigma-agile manufacturing system (ISGLSAMS). Many organizations failed to adopt ISGLSAMS due to various barriers. The purpose of this paper is to identify and rank the various barriers to ISGLSAMS and to analyze the correlations among the various barriers to ISGLSAMS so that the adoption of ISGLSAMS can be implemented in manufacturing organizations for more sustainable development of the industries, and industrial ecology.
Design/methodology/approach
A three tiers methodology is used to analyze the barriers to the adoption of ISGLSAMS. First, a total of 24 ISGLSAMS barriers are identified through a comprehensive literature review. Then data are collected with a structured questionnaire from 108 Indian manufacturing industries. Then, the sign test is used to check the relevance and significance of barriers. Then ISGLSAMS barriers are ranked based on the median and standard deviation. Spearman's correlations between the ISGLSAMS barriers are identified and studied to strengthen the in-depth understanding of correlations among the barriers.
Findings
The result shows that most of the Indian manufacturing industries agreed with the selected barriers to the adoption of ISGLSAMS. Low supplier commitment, uncertain financial benefits, the misconception of high cost, difficulty in evaluation of system performance throughout the life cycle, complexity in ISGLSA process design, the complexity of management of ISGLSAMS, complexity in ISGLSA system design, lack of updated information, complexity in ISGLSA product design and uncertain future legislation are found the major barriers for the ISGLSAMS in Indian manufacturing industries. While lack of leadership, low top management commitment, lack of government support, organizational structure, low employees' commitment, technological risk and low public pressure are considered minor barriers for the ISGLSAMS. Inter-relationships study of the barriers further contributes to the methodology to overcome the barriers.
Practical implications
The study contributes to a better understanding of ISGLSAMS barriers. Through this study, government, stakeholders and policymakers may plan the policy, roadmap and strategies to overcome the barriers to the ISGLSAMS. This will lead to the successful adoption of ISGLSAMS for more sustainable development of manufacturing industries in India.
Originality/value
This work contributes to identifying the barriers to a more sustainable manufacturing system, i.e. ISGLSAMS (7Rs based), and prioritizing them in Indian manufacturing industries. The research also contributes to the (1) study of inter-relationships among the ISGLSAMS barriers for analyzing the effect of one barrier over another barrier, and (2) ISGLSAMS literature because the sustainable manufacturing literature still lags the achievement of sustainability goals due to 6Rs focus.
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Gulshan Babber and Amit Mittal
The purpose of this study is to learn how the incorporation and use of leanness, agility and innovation in Indian manufacturing micro, small and medium enterprises (MSMEs) affect…
Abstract
Purpose
The purpose of this study is to learn how the incorporation and use of leanness, agility and innovation in Indian manufacturing micro, small and medium enterprises (MSMEs) affect their bottom lines and how much these factors contribute to the MSMEs’ ability to meet their long-term sustainability goals.
Design/methodology/approach
The suggested model was subjected to data validation and additional empirical validation using a sample of 411 Indian manufacturing MSMEs. The analysis of construct measures is conducted through the utilization of confirmatory factor analysis, a statistical technique that is grounded in the theoretical framework of structural equation modeling (SEM). In addition, path model analysis was applied for the purpose to validate the assumptions that were included in the structural models.
Findings
Consistent with the proposed model, the findings of this study demonstrate that leanness, agility and innovation have a substantial favorable impact on the sustainability of a company’s performance. These findings may be helpful in gaining professionals, academics and policymakers to acknowledge the significance of leanness, agility and innovation in enhancing the long-term sustainability of MSMEs and enhancing the overall performance of a particular company. This research excluded the service industries-based research papers.
Research limitations/implications
Many research in the field of manufacturing industries that have adopted leanness, agility, innovativeness and sustainability as individual approaches or as a collective methodology of two or more were considered in the current study. This research excluded the service industries-based research papers.
Practical implications
This literature review has recognized and analyzed various dimensions and roles of leanness, agility, innovativeness and sustainability that are prevalent in manufacturing industries that include the positive and negative effects on the performance of the industries. The research enlightens the path and shows future directions for research to develop efficient, effective and sustainable manufacturing industries.
Social implications
By promoting the concept of focusing on the “human factor”, namely, stakeholder perspectives, the MSME sector is propagating a strategy that moves away from an excessive focus on technology and toward a more humane one. Through the application of the three key concepts of leanness, agility and innovation, this work aims to create a framework for measuring the sustainability performance of micro-, small- and medium-sized enterprises (MSMEs), with the ultimate goal of assisting the country in achieving the Sustainable Development Goals in the fields of industry, innovation and infrastructure by supporting environmentally friendly and resource-conserving businesses that give back to society and the natural environment.
Originality/value
The objective of this research is to assess the importance and effectiveness of integrating various approaches such as leanness, agility, innovativeness and sustainability within the framework of manufacturing micro, small, and medium enterprises (MSMEs). The authors hope that by going further into these concepts, they will be able to broaden their understanding and get a more comprehensive insight into the role that these concepts play and how they might be successfully used within this environment.
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Surjeet Dalal, Bijeta Seth and Magdalena Radulescu
Customers today expect businesses to cater to their individual needs by tailoring the products they purchase to their own preferences. The term “Industry 5.0” refers to a new wave…
Abstract
Customers today expect businesses to cater to their individual needs by tailoring the products they purchase to their own preferences. The term “Industry 5.0” refers to a new wave of manufacturing that aims to meet each customer's unique demands. Even while Industry 4.0 allowed for mass customization, that wasn't good enough before, customers today demand individualized products at scale, and Industry 5.0 is driving the transition from mass customization to mass personalization to meet these demands. It caters to the individual needs of each consumer by meeting their demands. More specialized components for use in medicine are made possible by the widespread customization made possible by Industry 5.0. These individualized parts are included into the medical care of the patient to meet their specific needs and preferences. In the current medical revolution, an enabling technology of Industry 5.0 can produce medical implants, artificial organs, bodily fluids, and transplants with pinpoint accuracy. With the advent of AI-enabled sensors, we now live in a world where data can be swiftly analyzed. Machines may be programmed to make complex choices on the fly. In the medical field, these innovations allow for exact measurement and monitoring of human body variables according to the individual's needs. They aid in monitoring the body's response to training for peak performance. It allows for the digital dissemination of accurate healthcare data networks. In order to collect and exchange relevant patient data, every equipment is online.
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Batuhan Kocaoglu and Mehmet Kirmizi
This study aims to develop a modular and prescriptive digital transformation maturity model whose constituent elements have conceptual integrity as well as reveal the priority…
Abstract
Purpose
This study aims to develop a modular and prescriptive digital transformation maturity model whose constituent elements have conceptual integrity as well as reveal the priority weights of maturity model components.
Design/methodology/approach
A literature review with a concept-centric analysis enlightens the characteristics of constituent parts and reveals the gaps for each component. Therefore, the interdependency network among model dimensions and priority weights are identified using decision-making trial and evaluation laboratory (DEMATEL)-based analytic network process (ANP) method, including 19 industrial experts, and the results are robustly validated with three different analyses. Finally, the applicability of the developed maturity model and the constituent elements are validated in the context of the manufacturing industry with two case applications through a strict protocol.
Findings
Results obtained from DEMATEL-based ANP suggest that smart processes with a priority weight of 17.91% are the most important subdimension for reaching higher digital maturity. Customer integration and value, with a priority weight of 17.30%, is the second most important subdimension and talented employee, with 16.24%, is the third most important subdimension.
Research limitations/implications
The developed maturity model enables companies to make factual assessments with specially designed measurement instrument including incrementally evolved questions, prioritize action fields and investment strategies according to maturity index calculations and adapt to the dynamic change in the environment with spiral maturity level identification.
Originality/value
A novel spiral maturity level identification is proposed with conceptual consistency for evolutionary progress to adapt to dynamic change. A measurement instrument that is incrementally structured with 234 statements and a measurement method that is based on the priority weights and leads to calculating the maturity index are designed to assess digital maturity, create an improvement roadmap to reach higher maturity levels and prioritize actions and investments without any external support and assistance.
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