Search results

1 – 10 of 75
To view the access options for this content please click here
Article
Publication date: 21 September 2018

Kenneth W. Green, R. Anthony Inman, Victor E. Sower and Pamela J. Zelbst

The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.

Abstract

Purpose

The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and green supply chain practices on environmental performance.

Design/methodology/approach

Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM methodology.

Findings

JIT and TQM are directly and positively associated with green supply chain management practices. JIT, TQM and green supply chain practices are complementary in that combined they provide a greater impact on environmental performance than if implemented individually.

Research limitations/implications

The sample is limited to US manufacturing managers, with a low response rate.

Practical implications

Successful implementations of JIT and TQM improvement programs support the implementation of green supply chain management practices leading to improved environmental performance.

Social implications

The combination of JIT, TQM and green manufacturing practices improves the environment by eliminating all forms of waste and providing customers with eco-friendly products and services.

Originality/value

This study is one of the first to empirically assess the complementary impact of JIT, TQM and green supply chain practices within the context of environmental sustainability.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

To view the access options for this content please click here
Article
Publication date: 26 June 2019

Kenneth W. Green, R. Anthony Inman, Victor E. Sower and Pamela J. Zelbst

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply…

Abstract

Purpose

The purpose of this paper is to develop and empirically assess a comprehensive operations and supply chain management (SCM) model. The theorized model incorporates supply chain market orientation, Just-in-Time (JIT) and Total Quality Management (TQM) as antecedents and agile production (AP) and green SCM (GSCM) practices as consequences.

Design/methodology/approach

Data from a sample of 136 US manufacturing managers were collected via an on-line survey firm. A partial least squares structural equation modeling is used to assess the efficacy of the theorized model.

Findings

Generally, market orientation supports the implementation of JIT and TQM, JIT and TQM support implementation of SCM, SCM supports implementation of AP and green supply chain management practices (GSCMP) and AP and GSCMP positively impact organizational performance.

Research limitations/implications

The model tested reflects the synergy created though the implementation of management improvement programs that support the six strategic imperatives of customer focus, efficiency, effectiveness, integration with supply chain partners, responsiveness, and environmental sustainability and the effects of those programs on the marketing and financial performance of manufacturing organizations.

Practical implications

The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the improvement programs.

Originality/value

A comprehensive operations and SCM model is proposed and empirically assessed. The results of this investigation support the proposition that market orientation, JIT, TQM, SCM, AP and GSCMPs combine to positively affect organizational performance. The central role of the SCM construct is emphasized.

Details

Supply Chain Management: An International Journal, vol. 24 no. 5
Type: Research Article
ISSN: 1359-8546

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 1993

Karen L. Brown and R. Anthony Inman

For the small‐firm manufacturing manager considering thejust‐in‐time philosophy, the literature is relatively sparse. Reviewsacademic and practitioner literature on small…

Abstract

For the small‐firm manufacturing manager considering the just‐in‐time philosophy, the literature is relatively sparse. Reviews academic and practitioner literature on small businesses and just‐in‐time manufacturing and synthesizes conceptual and practical aspects of this relationship. The concerns addressed include small‐firm applicability of JIT, theorized and realized benefits, and suggestions for initial steps in the implementation process.

Details

International Journal of Operations & Production Management, vol. 13 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

To view the access options for this content please click here
Article
Publication date: 2 November 2018

Laura M. Birou, Kenneth W. Green and R. Anthony Inman

The purpose of this paper is to examine the impact of sustainability training and knowledge on sustainable supply chain practices (SSCP) and the resulting impact on…

Abstract

Purpose

The purpose of this paper is to examine the impact of sustainability training and knowledge on sustainable supply chain practices (SSCP) and the resulting impact on sustainable supply chain outcomes (SSCO) and firm performance. It also provides a valid and reliable measure of SSCO.

Design/methodology/approach

Data collected from 129 manufacturing managers are analyzed using a partial least squares structural equation modeling methodology. Manufacturing managers provide data reflecting the degree to which their organizations improved sustainability training and knowledge, utilize SSCP, the degree to which SSCO result, and the subsequent operational performance (OPP) and environmental economic performance (EEP).

Findings

Organizational sustainability training and knowledge positively impacts SSCP, and the utilization of SSCP results in SSCO which favorably impact OPP and EEP.

Research limitations/implications

The study is limited to manufacturing organizations.

Practical implications

Practitioners are encouraged to improve organizational learning and training and are provided with a valid and reliable scale for measuring the outcomes of their sustainable practices. Combined with the work of others, this provides a framework for evaluating different aspects of sustainability with a firm.

Social implications

Improved green manufacturing practices improves the environment by eliminating all forms of waste and provides eco-friendly products and services.

Originality/value

A sustainable supply chain training and knowledge model is proposed and empirically assessed. The results of this investigation support the proposition that sustainability training and knowledge support the implementation of sustainability supply chain practices which, in turn, improve sustainability outcomes and operational and EEP.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 2
Type: Research Article
ISSN: 1741-038X

Keywords

To view the access options for this content please click here

Abstract

Details

International Journal of Quality & Reliability Management, vol. 10 no. 7
Type: Research Article
ISSN: 0265-671X

Keywords

To view the access options for this content please click here
Article
Publication date: 1 January 1993

Karen L. Brown and R. Anthony Inman

Practicing managers and academicians have described a variety ofelements of the just‐in‐time (JIT) implementation process. Reports asurvey to determine which of these…

Abstract

Practicing managers and academicians have described a variety of elements of the just‐in‐time (JIT) implementation process. Reports a survey to determine which of these elements are critical to success in JIT implementation. The survey of 114 JIT users related the importance of these elements to the magnitude of improvements in inventory and utilization criteria. Found that, in addition to production elements, a collection of vendor‐related elements have a significant impact on successful implementation. Discusses managerial implications for the vendor.

Details

Journal of Business & Industrial Marketing, vol. 8 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

To view the access options for this content please click here
Article
Publication date: 1 June 1992

Larry D. Brandon and R. Anthony Inman

Examines the trend in productivity improvement and the concurrentincrease in stress‐related incapacity. Hypothesises a possibleconnection between productivity improvement…

Abstract

Examines the trend in productivity improvement and the concurrent increase in stress‐related incapacity. Hypothesises a possible connection between productivity improvement techniques and stress, focusing on a number of studies examining stress in the workplace, the relationship between new technologies and stress, and socio‐technical systems and stress. Concludes with recommendations for reducing the adverse effects of stress.

Details

Work Study, vol. 41 no. 6
Type: Research Article
ISSN: 0043-8022

Keywords

To view the access options for this content please click here
Article
Publication date: 1 July 1991

Sylvia Bedwell‐Brace and R. Anthony Inman

The simulation of JIT manufacturing offers anumber of prospective benefits to its users.Unfortunately, a number of pitfalls also await thosewho utilise the technique…

Abstract

The simulation of JIT manufacturing offers a number of prospective benefits to its users. Unfortunately, a number of pitfalls also await those who utilise the technique without first establishing the proper foundation. A number of benefits obtainable from JIT simulation are proposed, as well as warnings of possible problems. Also presented and discussed are a number of recommendations for avoiding many of these potential problems. Any JIT manufacturing firm should be able to utilise simulation to its benefit provided that its use is carefully implemented.

Details

Industrial Management & Data Systems, vol. 91 no. 7
Type: Research Article
ISSN: 0263-5577

Keywords

To view the access options for this content please click here
Article
Publication date: 1 February 2011

Kenneth W. Green, R. Anthony Inman and Laura M. Birou

This study aims to assess the impact of a JIT‐selling strategy on organizational structure by generally replicating the previous work of Germain et al.

Abstract

Purpose

This study aims to assess the impact of a JIT‐selling strategy on organizational structure by generally replicating the previous work of Germain et al.

Design/methodology/approach

In contrast to the sample population of logistics managers surveyed by Germain et al. this research draws on data from manufacturing executives with marketing responsibilities. More importantly, a major limitation of the earlier research, use of a single‐item scale measurement of the JIT‐selling construct, is overcome. A structural equation modeling approach was used to assess the impact of JIT‐selling on the organizational structure dimensions of integration, performance control, specialization, and decentralization.

Findings

Germain et al. found that JIT‐selling impacts performance control, specialization, and scheduling decentralization but not integration. While the results of this study support earlier findings that JIT‐selling impacts performance control and specialization, the results alternately find support for a relationship between JIT‐selling and integration and refute the previous finding that JIT‐selling is related to decentralization.

Research limitations/implications

The findings generally support the proposition that adoption of a JIT‐selling strategy will result in changes in organizational structure.

Practical implications

Manufacturing managers working to strengthen relationships with customers through a JIT‐selling approach should prepare for organizational change in terms of increased integration, performance control, and specialization.

Originality/value

JIT strategies are being used to strengthen the operations/marketing interface within the manufacturing sector. Specifically, this study assesses the impact of the JIT‐selling strategy on organizational structure in an effort to verify the work of Germain et al.

Details

Industrial Management & Data Systems, vol. 111 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

To view the access options for this content please click here
Article
Publication date: 1 December 1990

Satish Mehra and R. Anthony Inman

Just‐in‐time (JIT) philosophy has been primarily used inmanufacturing operations to manage materials and other productionactivities. However, JIT can be applicable in…

Abstract

Just‐in‐time (JIT) philosophy has been primarily used in manufacturing operations to manage materials and other production activities. However, JIT can be applicable in service operations. Specifically, using a case study, the article illustrates the elements of successfully implementing JIT in a service operation.

Details

International Journal of Service Industry Management, vol. 1 no. 3
Type: Research Article
ISSN: 0956-4233

Keywords

1 – 10 of 75