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1 – 10 of 100Andrea Chiarini, Claudio Baccarani and Vittorio Mascherpa
The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from…
Abstract
Purpose
The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from Japanese Zen Buddhism. The paper would also like to enlarge the debate concerning some lessons learnt from Japanese culture in order to avoid Lean implementation failures.
Design/methodology/approach
The original English version of Taiichi Ohno’s book dedicated to the TPS, the Toyota Way 2001 and other relevant papers regarding Kaizen were reviewed and analyzed. The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism. The literature concerning Zen philosophy was methodically analyzed and categorized using the content analysis.
Findings
The results of this research show many theoretical parallelisms as well as lessons for practitioners, in particular referring to principles such as Jidoka, just-in-time, waste identification and elimination, challenge, Kaizen, Genchi Genbutsu, respect for people and teamwork.
Research limitations/implications
Analysis and results are mainly based on the literature that was found, reviewed and categorized, along with the knowledge of authors on Zen philosophy. Results could differ depending on the literature reviewed and categorized.
Practical implications
The results of this research bring food for thought to practitioners in terms of lessons learnt from Japanese culture, Toyota principles and management style in order to avoid Lean implementation failures.
Originality/value
This is one of the first papers which compares Lean-TPS and Kaizen principles with the Zen philosophy to try to learn lessons for succeeding in Lean implementation.
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Faced with increasing global competition and growing customer expectations, manufacturers looking for significant performance improvements often look to one of the two choices…
Abstract
Purpose
Faced with increasing global competition and growing customer expectations, manufacturers looking for significant performance improvements often look to one of the two choices: implementing an enterprise resource planning (ERP) system, or applying the tools and techniques associated with lean production. In fact, many companies are today applying both approaches in an attempt to realise competitive advantage in the global marketplace. However, there seems to be an ongoing debate within the academic literature as to whether lean and ERP are complimentary or contradictory technologies. This paper aims to present a thorough and critical review of literature with the objective of bringing out pertinent factors and useful insights into the role and implications of ERP systems in lean production and to develop a research framework that can be used by researchers and practitioners for studying the value of integrating ERP with lean.
Design/methodology/approach
The research methodology employed is literature survey. Literature has been collected primarily through journals within the area of operations management. For rigorousness, textbooks, conference papers, white papers and dissertations have been excluded from the subsequent analysis. Though older literature has been considered to define the scope of this investigation, only literature published after the year 2000 has been considered in the analysis in order to be current in the research field.
Findings
The paper proposes a classification scheme for the current research on ERP and lean production, which identifies six major areas in the extant literature. The literature survey is used to find existing research gaps and provides a research framework for future research directions regarding applications and implications of ERP systems in lean production.
Originality/value
This paper fulfils an identified need to study the interactions between ERP systems and lean production.
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Diego Augusto de Jesus Pacheco, Isaac Pergher, José Antônio Valle Antunes Junior and Guilherme Luís Roehe Vaccaro
The purpose of this study is to compare different models integrating the TOC and Lean approaches.
Abstract
Purpose
The purpose of this study is to compare different models integrating the TOC and Lean approaches.
Design/methodology/approach
The models of reference were identified through a comprehensive literature review. A qualitative and comparative analysis was carried out by pointing out the strengths, weaknesses and gaps of models integrating the TOC and Lean based on the production system requirements.
Findings
The findings indicate that these models can be improved by introducing aspects related to the system structure such as main key performance indicators, type of shop layout and performance metrics to evaluate the improvements implemented in the production system. The results provided evidence that the TOC and Lean are complementary approaches, and the individual gaps of each approach seem to be, in the most part, offset by the virtues of the other.
Practical implications
This study enables decision makers and industrial managers to evaluate the practices adopted in the production environment, as well as the use of the different set of continuous improvement practices. This article also minimizes the literature gap regarding whether and how integrated Lean and TOC approach can be used in the firms.
Originality/value
This study contributes to the body of literature on Lean by comparing three different models integrating Lean and the TOC. Furthermore, a research agenda is suggested for future research aimed at developing new models integrating both approaches, aiming to increase the competitiveness of the production systems.
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Jens J. Dahlgaard and Su Mi Dahlgaard‐Park
The authors analyze the principles and results of lean production and compare the lean production philosophy with the six sigma quality process and the principles of total quality…
Abstract
Purpose
The authors analyze the principles and results of lean production and compare the lean production philosophy with the six sigma quality process and the principles of total quality management (TQM). At the end of the paper, it is discussed how to build the necessary company culture for having success with these principles/management philosophies.
Design/methodology/approach
Literature search and comparative analysis complemented with a Danish case on wastage in a core process.
Findings
It is shown that the lean production philosophy and the six sigma steps are essentially the same and both have developed from the same root – the Japanese TQM practices. The improvement process from six sigma, the DMAIC process, can be regarded as a short version of the Quality Story, which was developed in Japan in the 1960s as a standard for QC‐circle presentations. We conclude that the roadmaps of lean production and six sigma quality are examples of new alternative TQM roadmaps. We also conclude that especially with lean production and six sigma quality there seems to be too much focus on training people intools and techniques and at the same time too little focus on understanding the human factor, i.e. how to build the right company culture.
Originality/value
The detailed and historical analysis of six sigma quality, lean production and TQM combined with a focus on the human factor and the needed corporate culture.
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– The paper aims to analyze the cross-cultural reasons underlying the extreme industrial unrest experienced during the first seven years of Toyota’s operations in India.
Abstract
Purpose
The paper aims to analyze the cross-cultural reasons underlying the extreme industrial unrest experienced during the first seven years of Toyota’s operations in India.
Design/methodology/approach
It draws on information obtained from 30 personal interviews, field notes, observations and Internet media sources.
Findings
It reports how Toyotism shares three common features with Brahminism – renunciation, performance and perfection – and how antipathy toward the manner in which these features were implemented in India caused significant resistance among the production workforce.
Practical implications
It suggests that management seeking to implement lean manufacturing in India should concentrate on minimizing the antipathy by production workers.
Social implications
It helps to show how employee relations, unrest and antagonism toward lean-manufacturing practices are closely related to cross-cultural issues prevalent in host countries.
Originality/value
It considers that the concept of Brahmanism in Indian employee relations is under-researched in comparison with other aspects of Indian culture, and antipathy toward the concept as a source of resistance to the implementation of lean systems needs to be better understood.
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Fatima Hamdulay and Himanshu Vidhani
Lean thinking and organizational culture
Abstract
Subject area
Lean thinking and organizational culture
Study level/applicability
MBA, Executive Education, Post Graduate Diploma
Case overview
The case details the adoption of lean thinking at K-Way, a contemporary technical textile manufacturer of outdoor apparel and accessories. The case covers the 12-year journey at K-Way, detailing the process and cultural improvements the company underwent. The case closes as Bobby, the General Manager at K-Way, thinks about his new challenges. The CEO of K-Way’s parent company, Cape Union Mart, wants Bobby to start devolving the lean thinking approach to other units within Cape Union Mart, in particular a newly acquired and under-performing children’s clothing business. Bobby is excited at the prospect, but simultaneously anxious about the work that still needs to happen at K-Way and more importantly, whether the organization is ready for his, and his key consultant-coach’s withdrawal as the primary “voices” of lean thinking. Would there be a reversal of progress in their absence and how can they counter this?
Expected learning outcomes
Understanding lean thinking as a management system and not a mere set of tools for waste reduction, while recognizing the importance of waste reduction. An understanding of how to entrench lean thinking in an organization after initial adoption with specific emphasis on the following: Kata and scientific thinking – what it is and how it can be employed; Hoshin Kanri/Strategy Deployment – what it is and how it can be used; Leader Standard Work, what it is and how it can be used. Consider responses for a company that has been on a lean journey for 10 years, with a focus on how (or if) lean leaders can withdraw from the operation.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS: 9: Operations and logistics
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Giuliano Almeida Marodin, Alejandro Germán Frank, Guilherme Luz Tortorella and Tarcisio Abreu Saurin
This paper aims to understand the patterns of lean production implementation, and the relationship between three context factors (i.e. firm size, positions within the supply chain…
Abstract
Purpose
This paper aims to understand the patterns of lean production implementation, and the relationship between three context factors (i.e. firm size, positions within the supply chain and time length of the lean initiative) and the adoption of lean production practices in firms of the automotive supply chain in Brazil.
Design/methodology/approach
The authors collected data from 65 companies of the automotive supply chain in Brazil. For data analysis, first a cluster analysis was performed to identify common characteristics in the companies’ context factors when considering patterns of lean implementation. Then, multivariate analysis of variance was used to investigate the differences between the context factors and the degree of use of lean practices.
Findings
High lean adopters had better performance than low lean adopters in terms of lead time, inventory and turnover. Firms at the first and second tier of the automotive supply chain were “leaner” than firms at the third tier. Large-sized firms were more likely to have a higher degree of use of lean practices than medium and smaller ones. Some, but not all, lean practices followed these patterns. Results also showed that some lean practices were most commonly adopted at the beginning of the lean journey, whereas others took more time to mature.
Originality/value
This paper demonstrated how lean practices were implemented at different positions within the supply chain, and the patterns of implementation often followed. It also considers lean in the context of developing countries such as Brazil.
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Ebenezer Afum, Ran Zhang, Yaw Agyabeng-Mensah and Zhuo Sun
This study aims to investigate the interactions between lean production, internal green practices, green product innovation and sustainable performance metrics. The study further…
Abstract
Purpose
This study aims to investigate the interactions between lean production, internal green practices, green product innovation and sustainable performance metrics. The study further looks at the mediation effect of internal green practices and green product innovation between lean production and sustainable performance dimensions.
Design/methodology/approach
The questionnaire was used to glean data from 209 manufacturing firms. All the hypothesized relationships were processed by using partial least square-structural equation modelling.
Findings
The results suggest that lean production significantly leads to the implementation of internal green practices and the production of quality products with eco-oriented features that meet customers’ needs. Further, while lean production and internal green practices were found to significantly influence sustainability performance, green product innovation significantly influences only financial performance. Besides, the mediation analysis shows that internal green practices mediate the relationship between lean production and sustainable performance dimensions but green product innovation mediates the relationship between lean production and financial performance only.
Research limitations/implications
The study is limited to firms from Ghana, a developing country; hence, the results cannot be imported to reflect other geographical contexts.
Practical implications
The results of the study provide sufficient justifications for managers, (especially Ghanaian managers and those from other similar environs) to commit their financial resources towards implementing lean production and internal green practices so as to achieve sustainability excellence.
Originality/value
This study magnifies and provides new insight on lean and green literature by developing a comprehensive research model that concurrently tests the direct and indirect effects between lean production, internal green practices, green product innovation and sustainable performance dimensions.
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Hugo van Driel and Wilfred Dolfsma
The purpose of this paper is to disentangle and elaborate on the constitutive elements of the concept of path dependence (initial conditions and lock‐in) for a concerted and…
Abstract
Purpose
The purpose of this paper is to disentangle and elaborate on the constitutive elements of the concept of path dependence (initial conditions and lock‐in) for a concerted and in‐depth application to the study of organizational change.
Design/methodology/approach
The approach takes the form of a combination of a longitudinal and a comparative case‐study, based on secondary literature.
Findings
External initial conditions acted less as “imprinting” forces than is suggested in the literature on the genesis of the Toyota production system (TPS); a firm‐specific philosophy in combination with a critical sequence of events mainly shaped and locked‐in TPS.
Research limitations/implications
The empirical sources are limited to publications in English, so relevant factors explaining the path taken may not all have been included. The importance of a salient meta‐routine might be firm‐specific.
Practical implications
The study contributes to understanding the factors underlying corporate performance by a critical re‐examination of a much heralded production system (TPS).
Originality/value
The paper highlights the use of the concept of meta‐routines to connect the core elements of path dependence, that is, sensitivity to initial conditions and lock‐in mechanisms.
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Shellyanne Wilson and Dennis Nurse
Operations Management Quality Management.
Abstract
Subject area
Operations Management Quality Management.
Study level/applicability
The case can be used in a number of course contexts, including undergraduate and graduate courses in operations management and quality management.
Case overview
Central Tobacco Plant (CTP) is a tobacco processing and packaging company, operating in the Central America and Caribbean region. This case focuses on a waste measurement exercise conducted in the cigarette production department of CTP, which was commissioned by George Edwards, the Secondary Manufacturing Department Manager. The reason for the exercise was the announcement that CTP could possibly face a plant audit, where a poor result could cause the shifting of manufacturing of some products, or, in the worst case scenario, all of it product lines, to one of the larger, and more efficient manufacturing plants in the Central America and Caribbean region. The waste measurement exercise is carried out as a three-week student–industry project by two students pursuing an MSc programme at the local university, who are mentored by both Edwards and by a university supervisor. At the end of the exercise, Edwards needs to consider the appropriateness of the current waste measurement system, the quantities of waste produced and opportunities to reduce waste.
Expected learning outcomes
The case has four primary learning objectives: to illustrate the role of performance measurement in process improvement, to explore the perspective of lean manufacturing in waste management, to apply basic quality tools in the analysis of a manufacturing process and to identify opportunities for process improvement.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 9: Operations and Logistics
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