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This paper examines supplier involvement in design based on survey data from 145 Japanese, 189 US and 87 UK automotive component suppliers. First, cross‐national differences in the degree of supplier involvement are examined. Second, regression analysis is used to identify factors which predict high or low levels of supplier involvement in design. Third, the effects of supplier involvement in product development on the degree to which products are designed for manufacturability are assessed. The data show that, contrary to much of the literature that suggests the highest levels of supplier involvement in design are in Japan, suppliers in the USA and UK are more likely to report greater influence on product design decisions, earlier involvement and more frequent communications with customers about design. Moreover, manufacturing planning and design begin later, as a proportion of the development cycle, in Japan than in the USA and the UK. Regression analysis shows that involving suppliers early and giving them influence over design is associated with greater contributions of suppliers to cost reduction, quality improvement and design for manufacturability. Suppliers are given the greatest influence and communication is most intensive for the design of complex subsystems and new designs, and this does not vary by country.

Many practitioners strive to increase the efficiency of their product development. In addition, smaller companies must satisfy customers’ expectations of their product development. These expectations can be e.g. use of specific methodologies such as Lean Product Development (LPD) and/or Design for Six Sigma (DFSS). This study attempts to identify differences and similarities between these methodologies and the connection between them. This comparison is of interest to practitioners that must choose a strategy for their product development as well as to researchers. The aim of both methodologies is to reduce waste and time of development and to raise the quality of a product at the very roots of the product: its development. LPD and DFSS help development managers to structure projects and focus as much as possible on customer expectations and satisfaction.

The fundamentals of Lean are applicable and can be used in any industry, even non-profit and government organizations, however, there might be certain limitations due to the nature and the specifics of the industry. This study aims to explore what barriers of Lean implementation textile manufacturers might encounter. The authors consider the problem is worth to be explored for the potential to improve the effectiveness of Lean implementation in textile sector companies.

This research was conducted by using qualitative content analysis with open coding of the selected literature followed by empirical research in a Latvian textile manufacturing company.

The presented literature review shows Lean implementation barriers and critical success factors in various industries. The findings from the case study can be divided into two groups. The first confirmed the barriers already identified in the previous research. The second identified industry specific implementation barriers that were not recognized in the related literature.

The original research was limited in scope to one Latvian textile manufacturer, therefore future studies on the subject to confirm the outcome of the research are required.

There is a limited number of studies on the application of Lean in the textile and apparel industry. The literature on Lean implementation in the Latvian manufacturing sector is also limited. The results of this research may have a practical application for textile manufactures considering implementing Lean in their processes.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

The post‐World War ? period has been one of intense development activity throughout the world. Lesser developed countries have showed significant economic growth throughout this time‐span. Among the many consequences which are attributed to development, changes in gender relations are often mentioned. However, prior research has been unable to establish conclusively how economic development is related to gender inequality, particularly as this is referenced by women's participation in important economic activities. For example, some researchers have found that as development increases, women's participation in and return from the economy declines, others that it increases, and several have suggested it first declines then increases. Similar uncertainties exist about how an increasing emphasis on producing goods for export, and the often‐accompanying reliance on foreign investment, affects women's work. Recent research also suggests that the consequences of development are more diverse than previously thought. Recognition of the diversity requires greater specification of the links between developmental diversity and women's labor force participation.

This article advances the view that British Airways could be less prone to disruptions and public‐relations blunders if it adopted the human‐asset approach.

Describes the main aspects of the human‐asset approach, shows how it has been successful at Toyota and Jet Blue, and reveals the ways in which it could help British Airways to rediscover the success it enjoyed in the aftermath of privatization.

Argues that BA's drive for efficiency – in terms of relentless cost‐cutting and outsourcing – came at a cost as the airline experienced industrial disputes and employee unrest that dented its image. Puts forward the opinion that approaching efficiency from a human perspective provides organizations with a more sustainable and effective business model, where values drive the efficiency and productivity necessary for success. Explains how Toyota and Jet Blue have adopted such a model.

Reveals that there is no magic formula for developing a human asset model for a particular business; it needs thorough analysis of the needs of human assets, and the main factors and values that drive the quality of relationships between them.

Contends that the human‐asset model provides an effective framework for integrating HR with the business strategy.

Reports on two presentations given at the 1994 R&D Management conference organized by Manchester Business School, which highlighted the research being undertaken to study customer‐supplier partnerships – an aspect of the product development process whose importance is now being recognized by Western industry. Outlines past research which graphically illustrated the contrast that existed within the automotive industry between Japanese assemblers′ use of suppliers and that of US and European companies; provides examples of differences and the benefits gained by Japanese companies. Highlights the fact that the automotive industry has changed significantly and new research is being undertaken to examine the present extent of supplier involvement in product design. Provides an emerging picture of UK processes from the data being collected. Other industries also recognize the importance of partnership. Discusses the general findings of ongoing research at two OEMs and their suppliers; reveals practices already found to be conducive to supplier integration.

“Is there reason to believe that top management might be receptive to dramatically expanded HRM involvement in decision making? Yes, because intense competition and unprecedented environmental changes, particularly in the last two years, have irreversibly changed the way successful businesses must be run… Therefore, top management… should support a new vision of the HRM function, especially a vision that enhances corporate performance.” (Anderson & Fenton, 1993:73)

The purpose of this paper is to contribute to the existing knowledge system of lean supply chain management (LSCM), i.e. by using main path analysis, and the authors extract the main development track of LSCM. It is advantageous for relevant scholars to deepen their understanding of this academic field from a bibliometrics view to grasp the future directions better.

Structuring a citation network with the processed data set containing 866 papers and relevant information collected from Web of Science (WoS). Conducting review analyses aiming at the main paths that are extracted from the above citation network.

There are two different evolution paths in LSCM field, i.e. improving corporate sustainability performance through combining lean and green practices, and seeking the balance between lean and agility to structure leagile supply chain for specific industries. LSCM research studies mainly focus on five aspects: (1) establishment and development of LSCM theory; (2) structuration of lean supply chain; (3) research studies of the relationship between LSCM and corporate performance; (4) supply chain evaluation system; and (5) review and vista of LSCM field. The intersection of two knowledge evolute routes would be Industry 4.0, which is an integrated theory system combining lean, agility, green and other supply chain thinking.

The data set collected from WoS cannot contain all the research studies about LSCM is the main research limitation. Sustainability, as represented by environmental performance, will continue to be a major pursuit of this field. Integrating LSCM in Industry 4.0 will be the next hotspot in LSCM field.

Providing the main research contents and common methods of LSCM field. It is conducive to deepening the understanding of relevant practitioners and scholars to LSCM field from a dynamic perspective.

To the best of the authors’ knowledge, it is the first time to reveal the knowledge diffuse trajectories of LSCM under different view with main path analysis. This study is unique that it provides a new view to understand the field of LSCM.

Multiple organisations which have attempted to implement lean production/manufacturing/thinking have failed to achieve significant benefits. Practitioners and researchers have identified the barriers that hinder successful implementation. This study first consolidates such lean implementation barriers that are common across all industry sectors. Further, a systemic understanding of lean barriers is attempted by determining causal relationships between barriers and their relative causal strength.

Barriers to lean implementation were first identified from extant literature and categorised into broad barrier groups. These barrier groups were classified into four categories as specified by Liker's 4P model of lean–philosophy, people and partnership, processes and problem-solving. Additionally, interrelations between barriers, both within and among these four categories were determined.

The barriers classified under philosophy were the most critical as it affects the barriers in other groups. Similarly, barriers such as lack of leadership and top management commitment, lack of resources, shortage of lean consultants and trainers, lack of systemic understanding of lean and the need for its implementation, lack of lean expertise and training were found to be the most critical causal barriers.

Highly critical barriers in terms of causality should be addressed with high priority, as effective measures against them may eliminate or reduce the impact of other barriers.

This study addresses the confusion regarding the high number of lean barriers in extant literature by providing a systemic understanding of the same. By exploring the interrelations among barriers, the most important causal barriers and barrier types (4Ps) are identified, the knowledge of which could improve lean implementation success. This is a novel attempt in the domain of lean.