Search results

1 – 10 of over 13000
Article
Publication date: 14 January 2021

Torbjørn H. Netland, Jason D. Schloetzer and Kasra Ferdows

Why some assembly factories implement a lean program faster than others is an enduring puzzle. We examine the effect of a fundamental characteristic of every assembly factory—its…

1263

Abstract

Purpose

Why some assembly factories implement a lean program faster than others is an enduring puzzle. We examine the effect of a fundamental characteristic of every assembly factory—its rhythm of production.

Design/methodology/approach

We designed a multi-method study and collected data from a leading global equipment manufacturer that launched a lean program across its factory network. We use quantitative data gathered from internal company documents to test our hypothesis that production rhythm affects the pace of lean implementation. We then analyze qualitative data from interviews and factory visits to derive theoretical explanations for how production rhythm affects lean implementation.

Findings

Consistent with our hypothesis, we present evidence that factories with faster production rhythms implement lean faster than those with slower rhythms. This evidence is consistent with learning theories as well as the literature on organizational routines and forms of knowledge. We propose a theory of the relation between rhythm and learning in lean implementation.

Research limitations/implications

The hitherto unexplored relation between production rhythm and lean implementation raises intriguing questions for scholars and ushers new insights into how organizations learn to implement lean.

Practical implications

Organizations need to calibrate their expectations for lean implementation pace when their factories have widely different production rhythms and find ways to mitigate any adverse effects slower rhythms may have. Organizations can alleviate the unfavorable context of slower rhythms by inculcating practices in the factory that emulate the learning environment present in faster-paced factories.

Originality/value

We contribute novel quantitative and qualitative evidence that production rhythm affects lean implementation through learning-based mechanisms.

Details

International Journal of Operations & Production Management, vol. 41 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 6 November 2019

Ákos Uhrin, José Moyano-Fuentes and Sebastián Bruque Cámara

The purpose of this paper is to investigate the role of external and internal sources of variability on the degree of lean production implementation. For this, this paper analyzes…

Abstract

Purpose

The purpose of this paper is to investigate the role of external and internal sources of variability on the degree of lean production implementation. For this, this paper analyzes the effects of environmental risk and the company’s past operational performance on the level of lean production implementation.

Design/methodology/approach

Utilizing the reasoning of prospect theory and the threat-rigidity hypothesis, three hypotheses have been developed as to the impact of internal and external sources of variability on the degree of lean production implementation. A questionnaire has been developed to test the hypotheses of the paper on a sample of first-tier suppliers in the Spanish automotive industry. The methodology comprises a combination of hierarchical regression analysis and mediation analysis.

Findings

In line with the propositions of prospect theory, the results obtained show support for the influence of firm risk and past operational performance variability in terms of undertaking decisions that favor further progress in lean production implementation.

Originality/value

This paper contributes to the explanation of the circumstances that ultimately lead to the implementation of lean production. Consequently, the impact of the external and internal environment influences a company’s commitment to increasing its level of lean production implementation and fosters managers’ strategic decision making. Furthermore, its implementation could help guarantee firm survival.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 9 December 2020

Juan Manuel Maqueira, Luciano Romualdo Novais and Sebastian Bruque

This paper aims to analyze the mediating role of Supply Chain Flexibility on the interrelationships binding Lean Production implementation, Mass Personalization and business…

Abstract

Purpose

This paper aims to analyze the mediating role of Supply Chain Flexibility on the interrelationships binding Lean Production implementation, Mass Personalization and business performance.

Design/methodology/approach

A random sample of 260 companies obtained from a population of 1,717 Spanish companies that occupy an intermediate position in the supply chain has been used to test the proposed hypothetical framework. Telephone surveys using a computerized system have been used to collect data, obtaining a response rate of 15.6 and a structural equation model has been designed to test the six proposed hypotheses.

Findings

Companies initially implement Lean Production to optimize Mass Personalization processes and improve business performance. However, in the presence of Supply Chain Flexibility, Lean Production implementation no longer has a direct impact on Mass Personalization and business performance, but it does have an indirect impact through the flexibility it achieves (shown as a total mediating path). Therefore, companies should implement Lean Production to achieve flexibility and thus optimize the Mass Personalization processes and obtain better performance.

Originality/value

Academics and business managers may have supporting evidence on the role played by the total mediating effect of Supply Chain Flexibility on the relationship between Lean Production, Mass Personalization and business performance. A better knowledge of these management resources and their relationship could affect the way researchers and practitioners approach them, becoming more aware of the important role of the supply chain in competitiveness.

Article
Publication date: 1 February 2013

Azharul Karim and Kazi Arif‐Uz‐Zaman

The purpose of this paper is to develop an effective methodology for implementing lean manufacturing strategies and a leanness evaluation metric using continuous performance…

14600

Abstract

Purpose

The purpose of this paper is to develop an effective methodology for implementing lean manufacturing strategies and a leanness evaluation metric using continuous performance measurement (CPM).

Design/methodology/approach

Based on five lean principles, a systematic lean implementation methodology for manufacturing organizations has been proposed. A simplified leanness evaluation metric consisting of both efficiency and effectiveness attributes of manufacturing performance has been developed for continuous evaluation of lean implementation. A case study to validate the proposed methodology has been conducted and proposed CPM metric has been used to assess the manufacturing leanness.

Findings

Proposed methodology is able to systematically identify manufacturing wastes, select appropriate lean tools, identify relevant performance indicators, achieve significant performance improvement and establish lean culture in the organization. Continuous performance measurement matrices in terms of efficiency and effectiveness are proved to be appropriate methods for continuous evaluation of lean performance.

Research limitations/implications

Effectiveness of the method developed has been demonstrated by applying it in a real life assembly process. However, more tests/applications will be necessary to generalize the findings.

Practical implications

Results show that applying the methods developed, managers can successfully identify and remove manufacturing wastes from their production processes. By improving process efficiency, they can optimize their resource allocations. Manufacturers now have a validated step by step methodology for successfully implementing lean strategies.

Originality/value

According to the authors' best knowledge, this is the first known study that proposed a systematic lean implementation methodology based on lean principles and continuous improvement techniques. Evaluation of performance improvement by lean strategies is a critical issue. This study develops a simplified leanness evaluation metric considering both efficiency and effectiveness attributes and integrates it with the lean implementation methodology.

Details

Business Process Management Journal, vol. 19 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 14 August 2023

Ariana Araújo, Anabela Carvalho Alves and Fernando Romero

This paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean

Abstract

Purpose

This paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean companies. Lean should be holistically implemented to achieve the performance for what it is known. Pull is one of the Lean thinking principles, and it is the production control system underneath the Lean philosophy. However, to implement pull, an organizational transformation in companies’ different areas is needed.

Design/methodology/approach

This model was developed following up a case study of a representative example of a multinational company which has been implementing Lean for a long time but without achieving a well-succeeded pull implementation.

Findings

Based on that, the authors developed the LOOP model that is an integrated framework with the goal to promote a Lean culture, which includes four dimensions: leadership, organization, operation and people.

Originality/value

Based on the LOOP conceptual model, a different, and hopefully more effective, perspective is presented, establishing some proposals for the four dimensions and for the production and control system selection criteria to implement Lean.

Details

International Journal of Lean Six Sigma, vol. 15 no. 2
Type: Research Article
ISSN: 2040-4166

Keywords

Open Access
Article
Publication date: 9 August 2022

Wilfred H. Knol, Kristina Lauche, Roel L.J. Schouteten and Jannes Slomp

Building on the routine dynamics literature, this paper aims to expand our philosophical, practical and infrastructural understanding of implementing lean production. The authors…

1863

Abstract

Purpose

Building on the routine dynamics literature, this paper aims to expand our philosophical, practical and infrastructural understanding of implementing lean production. The authors provide a process view on the interplay between lean operating routines and continuous improvement (CI) routines and the roles of different actors in initiating and establishing these routines.

Design/methodology/approach

Using data from interviews, observations and document analysis, retrospective comparative analyses of three embedded case studies on lean implementations provide a process understanding of enacting and patterning lean operating and CI routines in manufacturing SMEs.

Findings

Incorporating the “who” and “how” next to the “what” of practices and routines helps explain that rather than being implemented in isolation or even in conjunction with each other, sustainable lean practices and routines come about through team leader and employee enactment of the CI practices and routines. Neglecting these patterns aligned with unsustainable implementations.

Research limitations/implications

The proposed process model provides a valuable way to integrate variance and process streams of literature to better understand lean production implementations.

Practical implications

The process model helps manufacturing managers, policy makers, consultants and educators to reconsider their approach to implementing lean production or teaching how to do so.

Originality/value

Nuancing the existing lean implementation literature, the proposed process model shows that CI routines do not stem from implementing lean operating routines. Rather, the model highlights the importance of active engagement of actors at multiple organizational levels and strong connections between and across levels to change routines and work practices for implementing lean production.

Details

International Journal of Operations & Production Management, vol. 42 no. 13
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 5 March 2018

Xuechang Zhu and Yu Lin

The purpose of this paper is to revisit causal effects and investigate hysteresis effects of lean production on performance. With a focus on firm heterogeneity, this paper…

Abstract

Purpose

The purpose of this paper is to revisit causal effects and investigate hysteresis effects of lean production on performance. With a focus on firm heterogeneity, this paper explores the role of organization ownership structure in shaping the relationship between lean production and performance.

Design/methodology/approach

The propensity score matching (PSM) model combined with difference-in-difference (DID) estimation is applied to minimize selection bias caused by firm heterogeneity and endogeneity problems derived from unobserved fixed variables that could potentially affect the desired causal relationship.

Findings

Results show that lean production has no significant effect on business performance; however, the relationship between lean production and operations performance is positive and significant, especially for non-state-owned firms. Furthermore, the non-significant effect of lean production on performance of state-owned firms is largely due to the failure of lean production implementation. Meanwhile, lean production can only improve operations performance of non-state-owned firms in the short term due to their inability to continuously implement lean production.

Research limitations/implications

This paper only covers manufacturing listed firms in China. Further studies are needed to test the wide implications of this paper in other countries.

Practical implications

This paper may help managers to identify problems in the implementation of lean production for different organization ownership structure firms, thus providing new insight into the implementation of lean production.

Originality/value

This paper appears to be the first one to examine causal effects of lean production on performance in China by applying the PSM model combined with DID estimation.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 3
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 16 August 2011

Adriana Rossiter Hofer, Christian Hofer, Cuneyt Eroglu and Matthew A. Waller

The purpose of this paper is to assess the current state of implementation of lean production practices in China as compared to the USA. Moreover, an institutional‐theoretic…

2888

Abstract

Purpose

The purpose of this paper is to assess the current state of implementation of lean production practices in China as compared to the USA. Moreover, an institutional‐theoretic framework is developed that explores the interplay among economic, socio‐cultural and regulative forces that may shape the adoption process of lean production practices in China.

Design/methodology/approach

The paper draws its conclusions from an analysis of survey data from samples of Chinese and US manufacturing executives. Lean production implementation is measured via a survey instrument, and the data are analyzed via regression analysis.

Findings

The results suggest that the degree of implementation of lean production in China is equal to, if not greater than lean production implementation in the USA. While the results are fairly consistent across industries, they vary across different lean production practice bundles. In light of these findings, an institutional theory perspective is adopted to develop further insight into the potential drivers of and barriers to lean production implementation in China. It is argued that, while several economic factors function as enablers for the implementation of these practices, various social processes and cultural traits in China still hinder the full adoption of lean production.

Research limitations/implications

Larger‐scale empirical studies are required for further hypothesis testing and enhanced validity. In particular, the explicit measurement of institutional forces and the statistical analysis of their effects on lean production adoption are recommended for future research.

Originality/value

This is the first study to systematically compare the adoption of lean practices in China and the USA. The analyses and discussions provide a basis for further theory building and hypothesis testing research. In addition, the insights offered in this study may help firms gain a better understanding of the unique opportunities and challenges associated with adoption of lean production in China.

Details

The International Journal of Logistics Management, vol. 22 no. 2
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 8 May 2018

Saumyaranjan Sahoo and Sudhir Yadav

The purpose of this paper is to examine the extent to which lean management practices are adopted by small- and medium-sized manufacturing organizations in India and their impact…

2696

Abstract

Purpose

The purpose of this paper is to examine the extent to which lean management practices are adopted by small- and medium-sized manufacturing organizations in India and their impact on firm’s operational performance (OP). Also, the paper makes an attempt to identify the barriers and challenges faced by Indian SMEs that are striving to succeed with improvement efforts based on lean manufacturing.

Design/methodology/approach

In this paper, acceptability and implementation of lean manufacturing in Indian Manufacturing SMEs were analyzed using three constructs, namely, process improvement (PI), flow management (FM) and waste minimization (WM). The responding firms were categorized into “lean-Beginners,” “In-transition lean” and “lean” group based on their phases of lean implementation. Using a survey questionnaire, data were collected from 121 manufacturing SMEs in India. Lean tools and barriers, identified from the literature review, were also included in the survey. The reliability and validity of the practice and performance measures were evaluated. Correlation analysis was employed to investigate the effects of three constructs on OP.

Findings

The results indicate that all the three lean constructs are significantly related to OP. In the context of Indian manufacturing SMEs, “PI” and “WM” practices have shown a higher level of significance on OP, compared to “FM” practices. “5S -workplace organization” was found to be the most practiced lean tool. “Attitude of workmen” was highlighted as the main obstacle in successfully implementing lean. The findings suggest overall positive effects as a result of applying lean tools and philosophy in Indian SMEs.

Research limitations/implications

The research results may lack qualitative justification because of the chosen research approach. Therefore, the researchers are encouraged to explore the inter-relationship among various lean tools/practices and performance criteria by conducting a qualitative study in the form of a case study or action research.

Practical implications

This paper is a beneficial source of information that highlights the contribution of lean implementation in enhancing manufacturing productivity. The major tools and techniques used by Indian SMEs have been highlighted and discussed; it could be a genuine source of motivation to lean practitioner and entrepreneurs of SMEs to go in for lean implementation. The findings are also expected to benefit the lean practitioners and entrepreneurs of SMEs to focus on vital issues to facilitate successful lean implementation in an organization.

Originality/value

The paper demonstrates that practical implication of lean implementation can bring real breakthroughs in productivity to small- and medium-scale manufacturing firms.

Details

Benchmarking: An International Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 13 June 2016

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…

2581

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.

Details

Supply Chain Management: An International Journal, vol. 21 no. 4
Type: Research Article
ISSN: 1359-8546

Keywords

1 – 10 of over 13000