Books and journals Case studies Expert Briefings Open Access
Advanced search

Search results

1 – 10 of over 18000
To view the access options for this content please click here
Article
Publication date: 27 August 2020

Aligning operational practices to competitive strategies to enhance the performance of Indian manufacturing firms

Saumyaranjan Sahoo

The main purpose of this study is to understand how collective operational practices are adapted or stimulated by a firm's competitive strategy.

HTML
PDF (324 KB)

Abstract

Purpose

The main purpose of this study is to understand how collective operational practices are adapted or stimulated by a firm's competitive strategy.

Design/methodology/approach

This study employed a data set drawn from 124 plant managers and directors of Indian manufacturing firms. Multiple regression was used to examine the impact of operational practices of lean, total quality management (TQM) and supply chain management (SCM) within competitive clusters of cost leadership, differentiation and focus strategy.

Findings

Results of the study show that the pattern of impact of operational practices on firm's performance varies according to type of the competitive strategy employed. All the three competitive strategy clusters have reported that TQM is the most important trigger for Indian manufacturing firms with relative effect of TQM practices on firm's performance being higher than that of lean and SCM practices.

Research limitations/implications

Cross-sectional data from Indian manufacturing firms were used, and it would be interesting to test the analytical framework of the study for more sectors and countries. Future studies can take a longitudinal research approach to strengthen the findings of the study.

Practical implications

The findings explain how operational practices are aligned with competitive strategies for practitioners so that they can assign limited resources to build diverse operational capabilities based on their strategic choices.

Originality/value

Although very few classical studies are reported in various contexts involving competitive strategy, operational practices and firm's performance, no existing study focuses on how these three domains are linked together in the context of Indian manufacturing sector.

Details

Benchmarking: An International Journal, vol. 28 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/BIJ-03-2020-0128
ISSN: 1463-5771

Keywords

  • Competitive strategy
  • Lean
  • Total quality management
  • Supply chain management
  • Contingency theory
  • Resource-based view

To view the access options for this content please click here
Article
Publication date: 3 August 2020

Development of an integrated framework of LGSS strategies for Indian manufacturing firms to improve business performance: an empirical study

Lokpriya Gaikwad and Vivek Sunnapwar

This article aims to explore synergies between Lean, Green and Six Sigma practices in order to propose an integrated LGSS framework for continuous and incremental…

HTML
PDF (3.2 MB)

Abstract

Purpose

This article aims to explore synergies between Lean, Green and Six Sigma practices in order to propose an integrated LGSS framework for continuous and incremental improvement in the Indian manufacturing industries. The three-dimensional LGSS framework seeks to provide various combinations and support operational, financial, environmental and social needs.

Design/methodology/approach

In the research method, first, the current problems faced by Indian manufacturing industries are considered and proposition of a conceptual framework that qualitatively integrates synergistic aspects of Lean, Green and Six Sigma practices, and second, the framework is checked by a survey taken from 203 Indian firms by using SPSS-AMOS.

Findings

The hypothesized result suggests that the positive impact of integrated practices on firm performance in terms of operational, financial, social and environmental outcomes. It also provides a systemic and holistic approach to problem-solving through constant and incremental enhancement in the manufacturing sector.

Research limitations/implications

In this research, only Indian manufacturing industries have been studied but can be extending into different geographical areas and sectors. Future research is also possible for different behavior and characteristics of companies that can lead to recommending strategies on how companies can improve performance. Most importantly, future research can try to understand which specific practice can contribute to competitive advantage and business success.

Practical implications

Manufacturing firms that want to improve environmental sustainability should implement integrated LGSS practices into their supply chain. The set of combined practices improves operational, social, economical and environmental benefits.

Social implications

The research presents an integrated approach of LSS for the manufacturing industry which leads their business processes to achieve economic sustainability through continuous growth and improved operational efficiency. Manufacturing industries result in outcomes like reduced cost, lead time, improved quality, sustainable market position, profitability, customer satisfaction, etc.

Originality/value

This research is different from previous studies because it integrates Lean, Green and Six Sigma practices into a unique framework that fulfills a specific need of the Indian manufacturing sector that guides operational, social, environmental and financial issues in Indian industries.

Details

The TQM Journal, vol. 33 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/TQM-05-2020-0110
ISSN: 1754-2731

Keywords

  • Lean manufacturing
  • Green manufacturing
  • Six Sigma
  • Integrated framework
  • Business performances
  • Structural equation modeling

To view the access options for this content please click here
Article
Publication date: 12 March 2020

Impact of improvement tools on standardization and stability goal practices : An empirical examination of US automotive firms

Raed EL-Khalil, Zachary Moran Leffakis and Paul C. Hong

This paper empirically examines the implementation pattern of different types of lean management (LM) techniques on the shop-floor. Based on the socio-technical systems…

HTML
PDF (226 KB)

Abstract

Purpose

This paper empirically examines the implementation pattern of different types of lean management (LM) techniques on the shop-floor. Based on the socio-technical systems framework, LM techniques are classified as social improvement tools and technical process standardization and stability practices. This categorization facilitates investigating their implementation relationship in a complex production system.

Design/methodology/approach

Based on the survey data from managers of the three major US auto-manufacturers and their suppliers (n = 137), measurement scales are developed using confirmatory factor analysis for the LM process improvement, stability, and standardization constructs. Hypotheses are tested by applying the Sobel test technique for mediating regression.

Findings

Statistical results confirm the mediation role of LM improvement tools between standardization and stability goal practices, indicating that technical process-oriented practices are not directly related and that their association is impacted by the corresponding implementation of social tools on the shop-floor.

Practical implications

The results indicate that LM practices should not be randomly implemented on the shop-floor but rather adopted and executed based on a systematic pattern. In LM systems, the implementation of process stability, standardization, and improvement practices on the shop-floor are more tightly integrated than traditionally assumed.

Originality/value

This study establishes a new categorization of specific LM tools based on social and technical characteristics. The conclusions highlight the importance of adopting a social emphasize of continuous improvement to establish a technical focus of process standardization and stability for LM implementation success.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/JMTM-08-2019-0289
ISSN: 1741-038X

Keywords

  • Lean Manufacturing
  • Improvement Tools
  • Standardization and Stability Practices

To view the access options for this content please click here
Article
Publication date: 26 February 2020

Towards a high-performance HR bundle process for lean service operations

Araz Zirar, Clive Trusson and Alok Choudhary

This article presents an empirically induced “high-performance” “human resources (HR) bundle”, comprising six HR practices, for supporting lean service operations.

HTML
PDF (373 KB)

Abstract

Purpose

This article presents an empirically induced “high-performance” “human resources (HR) bundle”, comprising six HR practices, for supporting lean service operations.

Design/methodology/approach

This was a multiple case study. A qualitative data set, including transcripts from 27 semistructured in-depth interviews with lean practitioners from across five service organizations that have adopted lean practices, was thematically analyzed to establish key HR practices on the road to lean maturity.

Findings

A “high-performance” HR bundle of three work practices and three employment practices emerged from the analysis. These practices typically mature implicitly rather than systematically to support organizations in successfully implementing lean service operations by resourcing the most suitable people for carefully defined roles, providing workers with extensive lean training opportunities, appraising workers' performances such that lean behaviours are recognized and rewarded and encouraging a participative teamworking culture.

Research limitations/implications

This article uses cross-sectional data from five case studies to induce a “high-performance” “HR bundle” theoretical model and process. A larger number of case studies and/or longitudinal data would add credence.

Practical implications

Lean service managers should regard HR practices as integral to the lean maturation process and might usefully conceive of them as processes allowing for greater management control to achieve incremental improvements to lean service provision.

Originality/value

The article provides deeper understanding of the importance of HR practice for lean service organizations and offers practical suggestions for managing HR practices in this context.

Details

International Journal of Quality & Reliability Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJQRM-10-2019-0330
ISSN: 0265-671X

Keywords

  • HPWS
  • HR bundle
  • HR strategy
  • Lean management
  • Lean service
  • Teams

To view the access options for this content please click here
Article
Publication date: 30 March 2020

Quality and lean practices synergies: A swift even flow perspective

George Onofrei, Brian Fynes, Hung Nguyen and Amir Hossein Azadnia

The purpose of this study is to investigate the relationship between investments in quality and lean practices, and their impact on factory fitness. Using concepts…

HTML
PDF (320 KB)

Abstract

Purpose

The purpose of this study is to investigate the relationship between investments in quality and lean practices, and their impact on factory fitness. Using concepts originating in the theory of swift even flow, this study asserts that manufacturers, in order to improve their production swiftness and evenness, must leverage the potential synergetic effects between quality and lean practices.

Design/methodology/approach

This research uses data from the Global Manufacturing Research Group (GMRG) survey project (with data collected from 922 manufacturing plants, across 18 countries). The constructs and measurement model were assessed using confirmatory factor analysis (CFA) and the hypotheses were tested using ordinary least square (OLS) models.

Findings

This study highlights that both investments in quality and lean practices have direct impact factory fitness. The results provide insights into the efficacy of the investments in manufacturing practices and their role in augmenting the operational performance. The investments in quality practices were found to enhance the efficacy of investments in lean practices, which in turn impact the factory fitness.

Practical implications

From a practical perspective, the study informs managers on how to leverage investment in quality practices to enhance the impact of lean practice on performance. The results provide empirical evidence to support management decision-making concerning the development of competences in quality and lean practices, which may create competitive advantage.

Originality/value

This study contributes to the quality and lean literature and provides empirical evidence of the synergetic effects between investments in quality and lean practices. The analysis offers a greater understanding of the mechanisms that can be used to maximise the impact of investments in lean practices, from a global perspective. The findings are important to the advancement of theory in operations management, as it integrates three research streams: quality practices, lean practices and swift even flow research.

Details

International Journal of Quality & Reliability Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJQRM-11-2019-0360
ISSN: 0265-671X

Keywords

  • Quality practices
  • Lean Practices
  • Factory fitness
  • Operational performance

To view the access options for this content please click here
Article
Publication date: 13 April 2020

Impact of implementing lean practices on firm performance: a study of Northern India SMEs

Sachin Saini and Doordarshi Singh

The purpose of this paper is to investigate the impingement of lean manufacturing practices (LMPs) in small and medium enterprises (SMEs) of Northern India and their…

HTML
PDF (996 KB)

Abstract

Purpose

The purpose of this paper is to investigate the impingement of lean manufacturing practices (LMPs) in small and medium enterprises (SMEs) of Northern India and their relationship with firm performance. This paper makes an attempt to identify the lean practices, which are more beneficial and their impact on firm performance.

Design/methodology/approach

In this study, a qualitative survey of 183 Northern India SMEs is collected and analysed using correlation, regression, canonical analysis and ANOVA test are conducted for developing relationships between them.

Findings

The outcome of this study indicates that the embracement of lean is necessary for their survival in this competitive spirit. Lean practices helped the SMEs to cope up with the persistent stress given by the spirited market. From the data investigation, it is revealed that total productive maintenance, supplier management, just-in-time and five S practices enhance the firm performance. Other practices such as plant management practices, operational and people practices found in a lesser extent than previous ones. From the correlation, it is revealed that lean practices have a strong relationship with firm performance. In one-way ANOVA test results indicating that the number of firms, which are less in the initial stage of lean implementation and much more impressive in a transition stage.

Research limitations/implications

The chosen approach for this research study was the cross-sectional one limited to the northern region of India and the investigated variables.

Practical implications

This study will help the stakeholders and manufacturers to enhance the performance of firms using LMPs, especially in a developing country. From these findings, practitioners and academicians would focus on vital issues related to firm enhancement apart from operational measures.

Originality/value

This study is one of the first attempts in which relation is developed between LMPs and firm performance and further data are investigated using canonical cross loadings and ANOVA analysis.

Details

International Journal of Lean Six Sigma, vol. 11 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/IJLSS-06-2019-0069
ISSN: 2040-4166

Keywords

  • Firm performance
  • Multiple regression
  • Canonical loadings
  • Lean manufacturing practices (LMPs)
  • Small and medium enterprises (SMEs)
  • Correlation
  • Canonical analysis
  • One way ANOVA test

To view the access options for this content please click here
Article
Publication date: 9 September 2019

Lean manufacturing practices and performance: the role of social and technical factors

Saumyaranjan Sahoo

Modern manufacturing systems require tools and techniques that take cognizance of the social (concerning people and relations) as well as the technical environment. The…

HTML
PDF (244 KB)

Abstract

Purpose

Modern manufacturing systems require tools and techniques that take cognizance of the social (concerning people and relations) as well as the technical environment. The purpose of this paper is to explore the relationship between the social and technical aspects of lean manufacturing practices and their effects on business performance outcomes.

Design/methodology/approach

The hypothesized relationships for this study are tested with data collected from 148 Indian manufacturing firms by using SPSS and AMOS statistical software.

Findings

The analysis of the study was conducted using structural equation modeling (SEM) technique, which indicated that both “soft” and “hard” lean practices are positively related to business performance parameters. The findings also demonstrated that “hard” lean practices fully mediate the relationship between “soft” lean practices and business performance parameters.

Research limitations/implications

There are some limitations of this study. Although a cross-sectional survey has been applied, the research does not permit us to account for the lag between implementation and performance. It also brings the opinion of a limited number of Indian experts about lean manufacturing systems; hence, the sample size could be increased and the nationality of the respondent could be expanded for future research.

Practical implications

The paper would be of interest to Lean practitioners, and the results of this study can be used in organizations to put a focus on social-cultural changes while applying lean technical tools when it comes to practices as well as importance.

Originality/value

This paper extends theoretical contribution in production and operations management literature, highlighting how social and technical practices have to interact to enable a successful lean manufacturing implementation.

Details

International Journal of Quality & Reliability Management, vol. 37 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/IJQRM-03-2019-0099
ISSN: 0265-671X

Keywords

  • Performance measurement
  • Social factors
  • Lean manufacturing
  • Manufacturing strategy

To view the access options for this content please click here
Article
Publication date: 10 January 2020

Digitalizing supply chains potential benefits and impact on lean operations

Abubaker Haddud and Anshuman Khare

New technological trends continue to emerge, and businesses adopt them in different capacity in a pursuit of improving current ways of doing things and to gain competitive…

HTML
PDF (463 KB)

Abstract

Purpose

New technological trends continue to emerge, and businesses adopt them in different capacity in a pursuit of improving current ways of doing things and to gain competitive advantages over rivals. One of the key business functions that is impacted by the implementation of different disruptive technologies is the supply chain management. As a result, there is a continuous need to identify where digitalizing supply chains may provide businesses with benefits to capitalize such gains. This study aims to examine potential impacts of digitalizing supply chains on five selected lean operations practices through the identification of key areas and benefits under each of these practices.

Design/methodology/approach

Data were collected from 74 participants mainly from the academic community and who were university scholars through the use of an online survey. The used online survey consists of six main parts in total, but three were included in this paper and these were designed to gather data about participants’ general information, level of influence of seven technological trends on supply chain performance and management and potential impact of digitalizing supply chains on five lean operations practices.

Findings

The authors were able to confirm the significant impact of digitalizing supply chains on the five examined lean operations practices. Most of the examined potential impacts were found to improve certain areas that directly improve the practices of the explored five lean operations practices as well as the overall supply chain and business performance. They were also able to determine the level of influence of the seven examined enabling technologies on supply chain performance and management.

Originality/value

To the best of the authors’ knowledge, this study is the first of its kind. Although some literature explored different aspects related to the concept of Industry 4.0 and digitalizing supply chains, no study has specifically explored potential impacts of digitalizing supply chains on lean operations. The results from this study can be beneficial to academic scholars interested in the researched themes, business professionals specializing in supply chain management and lean operations, organizations within different industrial sectors particularly manufacturing where lean thinking is adopted and any other party interested in understanding more about the impact of digitalizing supply chain on lean operations and on an overall business performance.

Details

International Journal of Lean Six Sigma, vol. 11 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/IJLSS-03-2019-0026
ISSN: 2040-4166

Keywords

  • Technology
  • Benefits
  • Supply chain management
  • Adoption
  • Digital supply chains
  • Lean operations

To view the access options for this content please click here
Article
Publication date: 3 May 2019

The relationship between investments in lean practices and operational performance: Exploring the moderating effects of operational intellectual capital

George Onofrei, Jasna Prester, Brian Fynes, Paul Humphreys and Frank Wiengarten

Prior research has shown that operational intellectual capital (OIC) and investments in lean practices (ILP) lead to better operational performance. However, there have…

HTML
PDF (333 KB)

Abstract

Purpose

Prior research has shown that operational intellectual capital (OIC) and investments in lean practices (ILP) lead to better operational performance. However, there have been no empirical studies on the synergetic effects between OIC components and ILP. More specifically, the question – can the efficacy of ILP be increased through OIC? – has not been studied. Accordingly, the purpose of this paper is to report the empirical results of potential synergetic effects between OIC, as a knowledge-based resource, and ILP.

Design/methodology/approach

The empirical data used for this study were drawn from the fifth round of the Global Manufacturing Research Group survey project (with data collected from 528 manufacturing plants). The hypotheses are empirically tested using three ordinary least square (OLS) models.

Findings

The authors’ findings highlight the importance of leveraging a system of complementary knowledge-based resources (OIC dimensions) and addresses the need for the reformulation of lean theory in terms of the emergent knowledge-based view of the firm. The results facilitate greater understanding of the complex relationship between ILP and operational performance. Building on the contribution of Menor et al. (2007), the authors argue that OIC represents a strategic knowledge-based resource that is valuable, hard to imitate or substitute and, when leveraged effectively, generates superior operational and competitive advantage.

Practical implications

From a managerial standpoint, this study provides guidelines for managers on how to leverage OIC to enhance the efficacy of ILP. The authors argue that firms consider investing in OIC to increase the return from ILP, which, in turn, will enhance their operational performance and provide competitive advantage. The authors findings provide strong evidence of the importance of human, social and structural capital to enhance the efficacy of ILP.

Originality/value

This is the first research paper that extends the application of the intellectual capital theory in lean literature, and argues that the OIC contributes to the efficacy of ILP. The analysis facilitates greater understanding of the complex relationship between OIC dimensions, ILP and operational performance.

Details

International Journal of Operations & Production Management, vol. 39 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-04-2018-0201
ISSN: 0144-3577

Keywords

  • Operational intellectual capital
  • Operational performance
  • Investments in lean practices
  • Lean production
  • Empirical research

To view the access options for this content please click here
Article
Publication date: 13 December 2019

Lean manufacturing implementation in regions with scarce resources: A survey in the Amazon Region of Brazil

Léony Luis Lopes Negrão, Moacir Godinho Filho, Gilberto Miller Devós Ganga, Sunil Chopra, Matthias Thürer, Mário Sacomano Neto and Giuliano Almeida Marodin

The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare…

HTML
PDF (364 KB)

Abstract

Purpose

The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices.

Design/methodology/approach

A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil.

Findings

The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture.

Originality/value

There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.

Details

Management Decision, vol. 58 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/MD-10-2018-1082
ISSN: 0025-1747

Keywords

  • Survey
  • Lean
  • Lean practices
  • Manufacturing company

Access
Only content I have access to
Only Open Access
Year
  • Last week (40)
  • Last month (153)
  • Last 3 months (540)
  • Last 6 months (1052)
  • Last 12 months (1936)
  • All dates (18100)
Content type
  • Article (14894)
  • Book part (2063)
  • Earlycite article (857)
  • Case study (231)
  • Expert briefing (53)
  • Executive summary (2)
1 – 10 of over 18000
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2021 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication sitemap

Policies and information

  • Privacy notice
  • Site policies
  • Modern Slavery Act Opens in new window
  • Chair of Trustees governance statement Opens in new window
  • COVID-19 policy Opens in new window
Manage cookies

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald Engage?

    You can join in the discussion by joining the community or logging in here.
    You can also find out more about Emerald Engage.

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Questions & More Information

    Answers to the most commonly asked questions here