Search results

The purpose of this study is to theorize and test the relationships among lean operations and lean supply chain practices, learning- and innovation-oriented lean cultures and dynamic capabilities (DCs) microfoundations. Further, this study aims to assess the association of DCs microfoundations with process innovation.

The researchers combine primary data collected from 153 manufacturing firms located in five continents using a survey designed for the purpose of this study with archival data downloaded from the Bureau Van Dijk Orbis database and test the hypothesized relationships using structural equation modelling.

Results support the contribution of lean operations and lean supply chain practices to the development of DCs microfoundations, which further lead to greater process innovation. Additionally, while a learning-oriented lean culture positively moderates the relationships between both lean operations and lean supply chain practices and DCs microfoundations, an innovation-oriented lean culture only moderates the relationship between lean operations practices and DCs microfoundations.

This study identifies DCs microfoundations as the key mechanisms for firms implementing lean practices to achieve greater levels of process innovation and the important role played by lean cultures. This study provides direction for managers to put in place DCs through lean implementations, enabling their firms to be ready to respond to challenges and opportunities generated by environmental changes.

While previous research has confirmed the positive effects of lean practices on efficiency, the role of lean practices and cultures in developing capabilities for reacting to environmental dynamism has received little attention. This study offers an empirically supported framework that highlights the potential of lean to adapt processes in response to environmental dynamics, thereby extending the lean paradigm beyond the traditional focus on operational efficiency.

Exploring the Lean and Green relationship goes back to the beginnings of Lean manufacturing. Most cases established that companies implementing Lean have Green results. However, there are Lean practices with a higher impact on Green, but others with less impact. Therefore, this paper presents research that explores the relationship between Lean and Green in manufacturing companies and aims to determine whether Lean practices have a higher association with Green aspects.

A survey was conducted amongst manufacturing firms to determine their Lean Index (LI). The internally related elements of the Lean construct determined each firm’s LI, whilst Cronbach alpha determined internal LI consistency. The survey also identified firms developing six Green aspects: International Organisation for Standardisation (ISO) 14001, ISO 50001, general Green aspects and the specific aspects of materials, energy and water. An individual sample t-test shows different LI levels of association for each Green aspect. Binomial logistic regression shows the LI element association for each Green aspect.

LI is higher at firms reporting the inclusion of Green aspects. More than half of LI components have a statistically relevant association with the six Green aspects. In general, Ishikawa diagrams had the highest association with Green aspects whilst the lowest was seen in workers as improvement initiators. By grouping the LI elements into their categories, the Lean practices related to controlling processes have a higher association, whilst the involvement of employees has the lowest.

Further research found in this paper identifies the possibilities for investigating the specificities of each Lean tool to develop Green aspects in companies.

Practitioners learn that Lean and Green are not separate issues in business. This article provides evidence that Lean practices in place at companies are already associated with Green aspects, so integration may already be happening.

This paper provides specifics on the relationship between each Lean practice and developing Green aspects. Thus, this paper specifies the Lean practices that contribute most to Green efficiency to support the joint development of both themes.

The aim of this study is to develop an in-depth case study on the implementation on Lean six sigma (LSS) in Schnell S.p.A., Italian company leader of an important multinational industrial group, highlighting the benefits that can be achieved from a careful application of this method, the main challenges and organizational learning from its implementation.

The study has been developed with a qualitative approach, creating a single in-depth case study, with the participant observation of researchers in the project which lasted 4 months. Periodic weekly meetings were done with the working group to exchange feedback on the development of the project to share opinions and data.

A project has been developed to stabilize the procurement process of a pull-type production cell, which experienced delays in supply lead times. The causes of the problems in their process of managing the supply of the production cell were found and some inefficiencies in the internal process of fulfillment of supply orders have been intercepted, the optimization of which has allowed the generation of an automatic system for sending supply orders, coming directly from the production line.

This study described the path and dynamics of the transformation process that business organizations undertake for optimizing their profitability and competitive advantage, placing emphasis on an innovative methodology for conducting business process improvement projects, which constitutes its operating philosophy on the effective and efficient use of company resources and skills, to guarantee to the company the achievement of a lasting and defensible competitive advantage over time.