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Article
Publication date: 7 September 2021

Praveen Puram, Anand Gurumurthy, Mukesh Narmetta and Rahul S. Mor

This paper aims to explore the last-mile (LM) challenges faced by on-demand food delivery (ODFD) riders during the coronavirus pandemic. This study contributes to the literature…

2987

Abstract

Purpose

This paper aims to explore the last-mile (LM) challenges faced by on-demand food delivery (ODFD) riders during the coronavirus pandemic. This study contributes to the literature on the less-explored domain of ODFD services.

Design/methodology/approach

A grounded theory methodology is used. Riders working for multiple ODFD firms in various urban and semi-urban areas of India were interviewed. Open, axial and selective coding of interview transcripts was done.

Findings

A grounded model is developed consisting of riders' challenges represented broadly under four core categories: Operational, Customer-related, Organisational and Technological issues. The study indicates that while some of the challenges are inherent to the ODFD supply chain, these have been visibly exposed and intensified by COVID-19, while other challenges are specific to the pandemic.

Research limitations/implications

The model is a qualitative proposition representing LM delivery issues in ODFD services faced by the riders in India's urban and semi-urban areas during the COVID-19 pandemic. Other countries may face similar problems, but further studies are necessary to confirm or refute the findings.

Practical implications

ODFD companies must address the riders' issues to better adapt to the current and future disruptions and improve riders' quality of work–life to achieve operational excellence.

Originality/value

This study builds on the extant ODFD literature by focusing on one of its less addressed aspects: the working conditions of the riders. This work is conducted amid the COVID-19 pandemic in the context of a developing country and aims to study the challenges in ODFD operations.

Details

The International Journal of Logistics Management, vol. 33 no. 3
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 9 November 2021

Praveen Puram, Michael Sony, Jiju Antony and Anand Gurumurthy

Multiple organisations which have attempted to implement lean production/manufacturing/thinking have failed to achieve significant benefits. Practitioners and researchers have…

1376

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Article
Publication date: 31 May 2021

Praveen Puram and Anand Gurumurthy

International Journal of Lean Six Sigma (IJLSS) has completed a decade. To celebrate the same, this study aims to review the articles published in IJLSS from its inception to the…

1224

Abstract

Purpose

International Journal of Lean Six Sigma (IJLSS) has completed a decade. To celebrate the same, this study aims to review the articles published in IJLSS from its inception to the year 2020. The journal’s trends and professional impact over the years are investigated and potential future research directions are proposed.

Design/methodology/approach

A bibliometric analysis comprising of citation, co-citation and keyword co-occurrence methods is used on all the articles published in IJLSS till the year 2020. Content analysis is further done to analyse the type of research, type of industry studied and the articles’ target audience.

Findings

The journal has improved its reputation, productivity and impact over the years. Currently, studies published in IJLSS have been cited more than 5,000 times, with the most prominent themes being Six Sigma, Lean Six Sigma (LSS) and Lean in manufacturing and services. Researchers from India, the USA and the UK have contributed a significant number of publications. Most of the work published is case-based. There is a need for more empirical or survey-based research having high generalizability. Future studies should also focus on integrating LSS with emerging topics such as sustainability, Industry 4.0 and the like.

Research limitations/implications

The study provides evidence of the impact of IJLSS and highlights the trend in the domain of LSS. It can be of use for the editorial board members to identify potential areas to focus on in the future. Researchers can use it to further their research by working on the research gaps identified.

Originality/value

This paper is the first to trace the progress of IJLSS from its inception till the year 2020.

Details

International Journal of Lean Six Sigma, vol. 12 no. 6
Type: Research Article
ISSN: 2040-4166

Keywords

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