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The aim of this paper is to explore the implementation of an integrated lean and ISO 14001 approach in meat industry for environmental performance and examine a proposed conceptual framework by capturing insights from lean and ISO 14001 experts in New Zealand (NZ).

Semi-structured interviews have been conducted with a group of consultants (lean and ISO 14001) to evaluate the suitability of an integrated lean and ISO 14001 approach in the meat industry for environmental performance. A conceptual framework from literature has guided this study leading to its further development based on the empirical evidence collected.

Findings have illustrated a synergistic positive impact of lean and ISO 14001 implementation as an integrated approach for sustaining environmental performance in the meat industry. A joint implementation program provides more clarity in aligning ISO 14001 operational procedures with lean tools and techniques for an enhanced environmental performance outcome.

The application of an integrated lean and ISO 14001 framework is proposed in this paper, which can help industry practitioners and academia in developing a joint implementation strategy and conducting future research.

To the best of the author’s knowledge, this study is the first to assess the effective implementation of lean and ISO 14001 as an integrated approach in the NZ meat industry.

This study aims to utilise Six Sigma in an Irish-based red meat processor to reduce process variability and improve yields.

This is a case study within an Irish meat processor where the structured Define, Measure, Analyse, Improve and Control (DMAIC) methodology was utilised along with statistical analysis to highlight areas of the meat boning process to improve.

The project led to using Six Sigma to identify and measure areas of process variation. This resulted in eliminating over-trimming of meat cuts, improving process capabilities, increasing revenue and reducing meat wastage. In addition, key performance indicators and control charts, meat-cutting templates and smart cutting lasers were implemented.

The study is one of Irish meat processors' first Six Sigma applications. The wider food and meat processing industries can leverage the learnings to understand, measure and minimise variation to enhance revenue.

Organisations can use this study to understand the benefits of adopting Six Sigma, particularly in the food industry and how measuring process variation can affect quality.

This is the first practical case study on Six sigma deployment in an Irish meat processor, and the study can be used to benchmark how Six Sigma tools can aid in understanding variation, thus benefiting key performance metrics.

The purpose of this paper is to identify and explain the triggers and processes of value creation in Australia's chicken meat supply chains. This industry was chosen as the critical case due to the rapid rise in poultry meat consumption in western markets. This study addresses the lack of understanding about the transformation of agri‐food supply chains to provide a chronological and historical explanation of patterns of value creation in this industry.

A historical case study approach was chosen. Multiple primary and secondary sources were collated and analysed to describe events in narrative form.

Analysis of the patterns of value creation revealed four major phases in the evolution of Australia's chicken meat supply chains. In each phase a dominant form of value creation was identified and the triggers that facilitated the transition between phases are described.

As the study is confined to a single industry, further research in other settings is needed to verify the patterns described. Since agri‐food supply chains are dynamic they should be continuously monitored to identify trends that resemble previous triggers and processes, or manifest as novel ones.

This study takes a historical perspective to identify the triggers and patterns of value creation in Australia's chicken meat supply chains. A schema of phases of value creation is offered that can potentially be applied by practitioners in other industries to diagnose the possible outcomes of prior events and actions by supply chain members.

This case study describes the evolution of supply chain partnerships in the British beef industry, driven by changing consumer demand, food safety legislation, a concentrated and highly competitive retail sector and the BSE crisis. The case examples demonstrate the importance of establishing trust in supply chain partnerships, breaking out of the spot trading environment which characterises commodity markets and focusing explicitly on value added initiatives as a source of differentiation and competitive advantage.

The objective of this study was to explore the use of auditing as a tool for continual improvement in the meat industry of Southwestern Ontario, Canada. Participants in the study represented the supply chain and included federal slaughterhouses, federal processors of ready‐to‐eat meat products, government agencies involved in auditing and inspection, and the retail sector involved in the auditing of meat facilities. Using in‐depth interviews, the extent of auditing and its implementation on the continual improvement process were explored. Auditing activities were conducted as required for government recognition, retailer approval, and the facility's maintenance of its Hazard Analysis Critical Control Point (HACCP) programme. Correction of deviations identified during audits led to continual improvement activities. However, only two of the participants described secondary quality management schemes that linked auditing with continual improvement.

The meat industry is seeking to establish reassurance on traceability and production techniques that may help to promote confidence in the integrity and origin of their products. This paper reviews research and development activities for traceability and trackability in the meat industry. Achievements of individuals and research groups developing tools and techniques to improve the production process in handling and cutting meat portions for end users are discussed. In addition software/hardware, logistics and technical requirements for tracking material in a production process are introduced. With the aid of such established tools and techniques coupled with novel proposals, the authors offer a practical solution for the development of a tracking and traceability system within the meat industry. The proposed prototype system is capable of identifying and handling a product and the information attached to it throughout the production process to retail packs.

The purpose of this paper is to analyze supply chain practices, and supply chain food quality performance indicator in the Australian beef processing industry.

A conceptual model was developed to test how supply chain practices: strategic alliance, customer focus, information sharing, information quality, Lean system and antecedent cooperative behavior: trust and commitment impact on food quality. A survey questionnaire to 600 Australian beef processors was conducted to collect the empirical data for testing of the formulated hypotheses. The stepwise multiple regression analysis was performed to test the hypothesized relationships.

Strategic alliance, information quality and trust and commitment are significantly related to food quality. In particular, the standardized coefficient shows that information quality has a significant positive relationship with food quality.

As Lean principles have been widely adopted in the red meat industry, strategic alliance becomes even critical for maintaining cost and operation effectiveness in the beef supply chain. A various approaches in terms of innovative technologies can improve information quality and promote information sharing in the beef supply chain. To build trust and commitment among supply chain partners requires perception of mutual long-term goals.

Australian Meat Manufacturers face greater regulatory challenges and restraints (product labeling, food safety and carbon tax) over the next five years. Therefore, to tackle the challenges, the findings of this research have significant practical implications.

This study intends to fill the research gap and explore how advanced supply chain systems have a potential to provide contributions to Australian beef processing industry performance. Vertical integration between livestock producers, meat processors, wholesalers and retailers provides the opportunities for greater economies of scale in production and distribution.

This paper aims to assess the findings of a research project that investigates the scope for lean strategies to be adopted in beef, lamb and pig supply chains.

The paper reports on action research carried out in three red meat supply chains. The methodology is inductive and qualitative, using a multi‐case, multi‐site approach. Each of the supply chains was analysed from farm gate to consumer, interviewing multiple participants at each stage of the supply chain.

The analysis demonstrates that, although a lean approach has been introduced in the pig supply chain, it is much more problematic in beef and lamb supply chains. Furthermore, the majority of participants in the UK pig supply chain – the first to adopt lean strategies – have not received the commercial improvement (the “stairway to heaven” of higher returns) that was anticipated. On the contrary, the majority of participants in this supply chain are experiencing a strategic “treadmill to oblivion” of continuous lean operational efficiency, but with low commercial returns.

The research is based upon three red meat supply chains – beef, lamb and pig. It would be beneficial if further in‐depth studies could be undertaken in other agri‐food supply chains to further validate the findings.

If government agencies and/or multiple retailers develop lean strategies in UK beef and lamb supply chains, it is not at all clear that this will benefit all parties in these chains. This raises important questions about the efficacy and appropriateness of lean strategies in supply chains that do not have the same demand, supply and power and leverage characteristics as those in which lean principles were first developed.

This paper should be of value to researchers in this area and to managers responsible for strategy formation in UK agri‐food supply chains.

Lean is a well‐established industrial paradigm and has proved to be of significant benefit in different sectors of the manufacturing industry (e.g. automotive and aerospace). This paper aims to report on the introduction of lean to a new sector – the “UK red meat industry”. It highlights the benefits of lean production in one specific manufacturing area, the “cutting room”, where meat is split down from a carcass into retail cuts of meat.

A multiple case study approach is adopted in this paper. As part of the Red Meat Industry Forum's Value Chain Analysis Initiative, five cutting plants are presented as case studies in this paper.

This paper identifies two “traditional” and three “advanced” cutting rooms and reports a typical 25 per cent productivity gap. The paper tentatively concludes this is due to the advanced cases practicing lean techniques, such as “Takt‐time” and “work standardization”.

The literature review identifies a gap in previous research on the applications of logistics and operations management concepts and practices into the red meat industry. Particularly, lean techniques have been overlooked in the red meat industry.

The purpose of this paper is to analyze the characteristics and performance of the meat supply chain by focusing on developing a model for measuring the meat supply chain's performance in the province of Isfahan, Iran.

Using a combination of literature review, Delphi approach and case study research, the paper examines part of the meat supply chain that consists of three industrial slaughterhouses, two cold rooms, three factories and more than 20 supermarkets and it then presents a framework to assess the performance of the industry in the region.

The methodology suggests indices for strategic and tactical levels in a meat industry as a case study. The proposed framework for the performance measurement of the chain was applied in strategic and tactical levels in which the ranking of indices are also among the achievements of this study. Results show that there are six main criteria required to measure the meat industry's performance.

Literature shows no record of an integrated measurement system for the entire food supply chain where indicators are combined into a performance function to assess the overall performance of the industry.