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Journal of Global Operations and Strategic Sourcing, vol. 17 no. 2
Type: Research Article
ISSN: 2398-5364

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Article
Publication date: 31 January 2011

Fazleena Badurdeen, Ken Wijekoon and Phillip Marksberry

True lean transformation has proved notoriously difficult for non‐Toyota companies. One hypothesis is excessive focus on tools/techniques without building the necessary…

3589

Abstract

Purpose

True lean transformation has proved notoriously difficult for non‐Toyota companies. One hypothesis is excessive focus on tools/techniques without building the necessary organizational culture. However, empirical evidence is not available to confirm (or refute) this hypothesis. The complex question of the relationship between an organization's culture and its ability to implement lean is a long‐term effort. As a first step, the purpose of this paper is to offer the results of a survey conducted to discover the relative (in)consistency of lean cultures in terms of values held explicitly.

Design/methodology/approach

A survey tool was developed to compare what employees of lean (or attempting to be lean) organizations say explicitly about what their culture values. The Toyota Way, considered by Toyota as guiding its values, was used as the basis to develop the survey which was administered to individuals in several different organizations.

Findings

A higher degree of lean implementation in a company was assumed to show more consistent organizational values (in explicit form). However, the responses varied even from the company considered a leader in lean implementation. Though not conclusive, these preliminary findings suggest that the relationship between cultural type, explicit values and successful lean practice should be examined further.

Originality/value

No empirical studies have investigated the role of culture in success with lean transformations. This paper presents an initial attempt at addressing that issue with a tool developed to evaluate what an organization's culture says its values are, in terms of what is important for lean implementation.

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Journal of Manufacturing Technology Management, vol. 22 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 7 June 2011

Phillip Marksberry, Fazleena Badurdeen and M.A. Maginnis

The purpose of this paper is to analyze Toyota's production levelling process in an attempt to understand the various social and technical factors required to produce to a…

4487

Abstract

Purpose

The purpose of this paper is to analyze Toyota's production levelling process in an attempt to understand the various social and technical factors required to produce to a changing market. Unfortunately, most outsiders who explore production levelling do not realize that it involves various departments outside of manufacturing. Consequently, due to the dynamic nature of production levelling many unintended social and management factors between departments makes cooperation difficult.

Design/methodology/approach

This paper conducts a case study at one of Toyota's automobile plants to examine the level of departmental and social integration that is applied when implementing production levelling. Based on observations, the problems of production levelling are analyzed and, accordingly, possible solutions are explored.

Findings

The findings of this work show that Toyota achieves production levelling because it is viewed as a company‐wide activity that cuts across many departments in promoting manufacturing consistency. Production levelling criteria include both the design and manufacturing aspects which brings evidence that manufacturing is limited in its ability to eliminate and reduce market fluctuation. The work also illustrates that Toyota reinforces departmental cooperation through its human resources policies, and many other unique management mechanisms.

Originality/value

The paper provides new insight on how Toyota achieves production levelling by considering a more holistic and social‐technical approach. In particular, interdepartmental activities are emphasized in achieving company‐wide goals that impact how departments agree to operate.

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Journal of Manufacturing Technology Management, vol. 22 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 27 July 2010

Phillip Marksberry, Fazleena Badurdeen, Bob Gregory and Ken Kreafle

The purpose of this paper is to analyze Toyota's management directed kaizen activities named Jishuken. Currently, there are many variations in understanding how Toyota develops…

8004

Abstract

Purpose

The purpose of this paper is to analyze Toyota's management directed kaizen activities named Jishuken. Currently, there are many variations in understanding how Toyota develops its managers to support daily kaizen, especially when Toyota managers have different levels of understanding of Toyota production system (TPS) and skills essential in applying TPS.

Design/methodology/approach

This paper will study Toyota's Jishuken process in the context of strengthening TPS and analyze both the technical and management aspects of Toyota's Jishuken process.

Findings

When integrated into plant‐wide long‐term continuous improvement, Jishukens can be extremely effective at developing management's ability to conduct and to teach others to conduct daily kaizen and problem solving. This paper shows how Jishukens function within the TPS system to continuously improve managers' understanding of TPS both for their own concrete problem solving and to support manager's roles in communicating, coaching and teaching problem solving to production workers.

Originality/value

Most attempts to imitate Toyota fail because techniques are adopted piecemeal with little understanding of why they exist or what kind of organizational culture is needed to keep them alive. Jishuken serves as an example of a technique which is successful only when embedded within the right organizational culture.

Details

Journal of Manufacturing Technology Management, vol. 21 no. 6
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 27 May 2014

Fazleena Badurdeen, Mohannad Shuaib, Ken Wijekoon, Adam Brown, William Faulkner, Joseph Amundson, I.S. Jawahir, Thomas J. Goldsby, Deepak Iyengar and Brench Boden

Globally expanding supply chains (SCs) have grown in complexity increasing the nature and magnitude of risks companies are exposed to. Effective methods to identify, model and…

2807

Abstract

Purpose

Globally expanding supply chains (SCs) have grown in complexity increasing the nature and magnitude of risks companies are exposed to. Effective methods to identify, model and analyze these risks are needed. Risk events often influence each other and rarely act independently. The SC risk management practices currently used are mostly qualitative in nature and are unable to fully capture this interdependent influence of risks. The purpose of this paper is to present a methodology and tool developed for multi-tier SC risk modeling and analysis.

Design/methodology/approach

SC risk taxonomy is developed to identify and document all potential risks in SCs and a risk network map that captures the interdependencies between risks is presented. A Bayesian Theory-based approach, that is capable of analyzing the conditional relationships between events, is used to develop the methodology to assess the influence of risks on SC performance

Findings

Application of the methodology to an industry case study for validation reveals the usefulness of the Bayesian Theory-based approach and the tool developed. Back propagation to identify root causes and sensitivity of risk events in multi-tier SCs is discussed.

Practical implications

SC risk management has grown in significance over the past decade. However, the methods used to model and analyze these risks by practitioners is still limited to basic qualitative approaches that cannot account for the interdependent effect of risk events. The method presented in this paper and the tool developed demonstrates the potential of using Bayesian Belief Networks to comprehensively model and study the effects or SC risks. The taxonomy presented will also be very useful for managers as a reference guide to begin risk identification.

Originality/value

The taxonomy developed presents a comprehensive compilation of SC risks at organizational, industry, and external levels. A generic, customizable software tool developed to apply the Bayesian approach permits capturing risks and the influence of their interdependence to quantitatively model and analyze SC risks, which is lacking.

Details

Journal of Manufacturing Technology Management, vol. 25 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

Available. Content available
Article
Publication date: 1 January 2013

558

Abstract

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Journal of Manufacturing Technology Management, vol. 24 no. 1
Type: Research Article
ISSN: 1741-038X

Available. Content available
Article
Publication date: 30 September 2014

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Journal of Manufacturing Technology Management, vol. 25 no. 8
Type: Research Article
ISSN: 1741-038X

Available. Content available
Article
Publication date: 1 January 2013

1376

Abstract

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Journal of Manufacturing Technology Management, vol. 24 no. 1
Type: Research Article
ISSN: 1741-038X

Available. Content available
Article
Publication date: 1 February 2016

19

Abstract

Details

Journal of Manufacturing Technology Management, vol. 27 no. 1
Type: Research Article
ISSN: 1741-038X

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