Biswajit Mohapatra, Sushanta Tripathy and Deepak Singhal
As the COVID-19 epidemic ravages the world in the fourth industrial revolution era, the manufacturing sector faces its worst situation in a century. Lean philosophy, renowned as a…
Abstract
Purpose
As the COVID-19 epidemic ravages the world in the fourth industrial revolution era, the manufacturing sector faces its worst situation in a century. Lean philosophy, renowned as a “warrior philosophy,” can be an able rescuer to these industries. This study aims to identify the hurdles to lean strategy implementation and conduct an analysis to provide cognizance to policymakers, practitioners and decision-makers.
Design/methodology/approach
This study aims to identify the obstacles that obstruct lean implementation into seven primary barriers/components, with the fuzzy DEMATEL approach being used to evaluate the critical factors as well as the cause and effect factors among them. Expert opinions are sought to obtain the relevant data for evaluation purposes.
Findings
The results reveal that a firm should focus on firm cultural conflict scenario, resources–responses incapability, improve on suppliers’ attitude and execute a proper planning and logistics equation to alleviate the hindrances of implementing lean. As these causal factors influence the effect factors, namely, top management vision, management–employee relationship and human resource building, focusing on them automatically improves the effect factors; thus, the surge to overcome resistance to lean implementation is alleviated.
Practical implications
This research aids in identifying and analyzing lean implementation issues in the manufacturing and industrial sectors. The observations, results and insights drawn can act as a guiding force to rupture the resistance envelope covering the domain of lean implementation and possibly reinstating industries to survive and excel in the business post-COVID era.
Originality/value
This research introduces barriers to lean implementation in a unique way, as it articulates all sections of an industry and group the barriers based on the classification. It further prioritizes the barriers for their importance in the Indian industrial scenario. This would help the industry professionals and managers access the barriers and generate insight on how and where to start implementing lean.
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Presents the details of an initiative launched in 1995 to transform an aerospace machined parts supply chain comprised of many small businesses from high cost mass production to…
Abstract
Presents the details of an initiative launched in 1995 to transform an aerospace machined parts supply chain comprised of many small businesses from high cost mass production to lower cost lean production. It presents the overall conditions as they existed at the onset of the initiative, strategies and tactics that were used to bring about the desired changes, and an analysis of the business practices, cultural, and behavioural factors that contributed to successes and failures. Recommendations are given to help others in their quest to develop lean supply chains. The lessons learned are most applicable to supply chains containing a large number of small, privately held, businesses making inexpensive parts. However, many of the recommendations will also apply to supply chains containing larger publicly held companies producing more expensive parts or assemblies.
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Rocio Ruiz-Benitez, Cristina López and Juan C. Real
In the present work, lean and resilient practices applied to supply chains are studied in order to evaluate their impact on the three dimensions of sustainability. Additionally…
Abstract
Purpose
In the present work, lean and resilient practices applied to supply chains are studied in order to evaluate their impact on the three dimensions of sustainability. Additionally, the mutual impact of lean and resilient supply chain practices is investigated. The paper aims to discuss these issues.
Design/methodology/approach
The aerospace sector and its supply chain are chosen, since lean and resilient practices have been proven relevant in the sector. A methodology based on Interpretive Structural Modeling approach is applied in order to identify the existing relationships between lean and resilient supply chain practices and their impact on the three different dimensions of sustainability.
Findings
The results reveal synergetic effects between lean and resilient practices. The former practices act as drivers of the latter practices. Hence, lean practices lead to direct and indirect effects in achieving supply chain sustainability.
Research limitations/implications
The relationship between lean and resilient practices has been studied for the aerospace sector. Different sectors may lead to different results as the practices considered important in each sector may differ as well as the way in which each practice is implemented.
Originality/value
This study highlights the relationship existing between lean and resilient supply chain practices and their impact on sustainability. Additionally, several managerial implications are drawn out to help managers make better decisions.
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Cory R.A. Hallam, Ricardo Valerdi and Carolina Contreras
The purpose of this paper is to add to the quality management body of knowledge by solidifying the connection between operational and strategic aspects of lean transformation…
Abstract
Purpose
The purpose of this paper is to add to the quality management body of knowledge by solidifying the connection between operational and strategic aspects of lean transformation. Previous research has examined these issues in isolation, demonstrating mixed results in financial and operational efficiencies. The authors show that when operational and strategic changes are jointly considered the likelihood of success for lean transformation increases.
Design/methodology/approach
The authors provide a literature review of 109 peer-reviewed papers on lean manufacturing and qualitative analysis of 23 Baldrige award winners (2000-2014) that implemented lean to assess the importance of strategic actions in achieving a sustainable competitive advantage through lean transformation.
Findings
The authors find that lean transformation yields mixed results unless strategic actions are taken by senior management. These strategic actions include but are not limited to knowledge management, human resources, and business growth and can result in performance heterogeneity by improving the output/input ratio of the firm. This performance can then manifest as either doing the same level of business with fewer resources (a profit play) or doing more business with the same resources (a growth play). As specific examples, the authors analyzed Baldrige award winners for evidence of lean strategic action to drive performance gains. The authors suggest further model validation through directed interview and/or survey research.
Originality/value
This paper clarifies the need for jointly implementing lean tools with strategic actions. The findings provide more deliberate strategic actions for organizations wishing to increase the likelihood of success of lean transformation and ultimately improve quality.
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Adeel Akmal, Nataliya Podgorodnichenko, Richard Greatbanks, Jeff Foote, Tim Stokes and Robin Gauld
The various quality improvement (QI) frameworks and maturity models described in the health services literature consider some aspects of QI while excluding others. This paper aims…
Abstract
Purpose
The various quality improvement (QI) frameworks and maturity models described in the health services literature consider some aspects of QI while excluding others. This paper aims to present a concerted attempt to create a quality improvement maturity model (QIMM) derived from holistic principles underlying the successful implementation of system-wide QI programmes.
Design/methodology/approach
A hybrid methodology involving a systematic review (Phase 1) of over 270 empirical research articles and books developed the basis for the proposed QIMM. It was followed by expert interviews to refine the core constructs and ground the proposed QIMM in contemporary QI practice (Phase 2). The experts included academics in two academic conferences and 59 QI managers from the New Zealand health-care system. In-depth interviews were conducted with QI managers to ascertain their views on the QIMM and its applicability in their respective health organisations (HOs).
Findings
The QIMM consists of four dimensions of organisational maturity, namely, strategic, process, supply chain and philosophical maturity. These dimensions progress through six stages, namely, identification, ad-hoc, formal, process-driven, optimised enterprise and finally a way of life. The application of the QIMM by the QI managers revealed that the scope of QI and the breadth of the principles adopted by the QI managers and their HOs in New Zealand is limited.
Practical implications
The importance of QI in health systems cannot be overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality.
Originality/value
This paper contributes new knowledge by presenting a maturity model with an integrated set of quality principles for HOs and their extended supply networks.
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To examine the state of logistics and supply chain management (SCM) research in the last five years from the standpoint of existing methodologies. The state of research is…
Abstract
Purpose
To examine the state of logistics and supply chain management (SCM) research in the last five years from the standpoint of existing methodologies. The state of research is assessed by examining the research design, number of hypothesis testing, research methods, data analysis techniques, data sources, level of analysis and country of authors.
Design/methodology/approach
The review of SCM and logistics research is based on 442 papers published from 1999 to 2003 in the following three academic journals Journal of Business Logistics, International Journal of Physical Distribution & Logistics Management, and Supply Chain Management: An International Journal.
Findings
Major findings show that there is an increase in the direct observation methods like case studies. In general, the research is more interpretive in nature. Survey method is still holding the highest position. More advanced techniques are being used for data analysis in empirical studies and there has been an increase in hypothesis testing. The trend in survey research is moving from exploratory to model building and testing.
Research limitations/implications
The gaps identified in the review were: there are very few inter disciplinary studies; innovative application of secondary data is lacking, (c) research at inter organisation level is scanty; and the current state of research has failed to integrate all the firms in the value chain and treat them as a single entity.
Originality/value
The methodological review will provide increased understanding of the current state of research in the discipline.
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Jagdish R. Jadhav, Shankar S. Mantha and Santosh B. Rane
– The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey.
Abstract
Purpose
The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey.
Design/methodology/approach
A literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with managerial impact is used as the research methodology.
Findings
The findings derived from the evaluation of the publications analyzed have led to the identification of 24 lean barriers. The success of lean implementation will not be entirely based on application of appropriate tools and techniques alone but also on the top managements' involvement and leadership, workers' attitude, resources and the organizational culture.
Research limitations/implications
This literature survey is primarily focused on lean implementation in the manufacturing sector.
Practical implications
This paper explores barriers for successful lean implementation and provides a concise description of the barriers that will be helpful for further studies in the domain of lean manufacturing.
Social implications
Government of many countries around the world is encouraging and helping small- and medium-scale industries to understand and implement lean systems by preparing accessible database of lean consultants, providing financial assistance for training by professionals and establishing professional associations. However, many industries experienced failure in lean implementation. This research work provides a launching pad to develop a strategy to tackle barriers for successful lean implementation.
Originality/value
This paper puts forward the key barriers that should be tackled for successful lean implementation. It might represent new opportunities for rigorous and relevant research that would contribute to more translucent knowledge of lean being gained.
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Abdul Hamid Abu Bakar, Ismail Lukman Hakim, Siong Choy Chong and Binshan Lin
The purpose of this paper is to investigate the efficiency levels of the decision‐making units within the public hospital laboratories in using their supply chain towards meeting…
Abstract
Purpose
The purpose of this paper is to investigate the efficiency levels of the decision‐making units within the public hospital laboratories in using their supply chain towards meeting the satisfaction of doctors.
Design/methodology/approach
Data were collected from two senior laboratory administrators and 30 doctors of two hospital laboratories in Malaysia using two sets of structured questionnaires, which comprised of two dimensions, i.e. doctor satisfaction dimension (DSD) and supply chain inputs (SCI). The dimensions of DSD and SCI were developed and that SCI has been relabeled as hospital laboratory inputs (HLI) to suit the nature of current study. The resulting data were positioned on an importance‐performance matrix. By using the data envelopment analysis software, the efficient frontier for both hospital laboratories was calculated under different scenarios.
Findings
Results reveal that one of the laboratories satisfies doctors efficiently using the present levels of HLI for each scenario while the other failed.
Research limitations/implications
The paper focuses only on two hospital laboratories.
Practical implications
The findings offer insights on the important dimensions of DSD and HLI that the hospital laboratories should concentrate on when measuring doctor satisfaction through the utilization of resources they possess. This will undoubtedly lead to better hospital‐doctor‐patient relationships.
Originality/value
Many prior supply chain studies have focused on patient satisfaction. This paper is probably one of the first attempts that comprehensively examines satisfaction from the perspective of doctors.
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Pavel Castka, Xiaoli Zhao, Phil Bremer, Lincoln C. Wood and Miranda Mirosa
Audits are an essential part of supply chain management, whether they be of a single supplier's facilities or the whole supply chain. Before the COVID-19 pandemic, auditors mainly…
Abstract
Purpose
Audits are an essential part of supply chain management, whether they be of a single supplier's facilities or the whole supply chain. Before the COVID-19 pandemic, auditors mainly conducted supplier audits in-person and on-site. Subsequent travel restrictions have meant that auditors have had to perform these audits remotely. The purpose of this paper is to conceptually describe the emerging phenomenon of remote audits and explore the implications of this change for the future.
Design/methodology/approach
This exploratory research used qualitative interviews with key stakeholders (firms, auditors and regulators) to provide an empirical basis for the study. A total of 60 interviews were conducted in two rounds with 40 respondents from 26 organizations. A process perspective lens was used to explore the fundamental changes in supplier audits.
Findings
The study provides an interpretative conceptual framework of remote supplier audits grounded in key factors (audit process, use of technologies, document and record sharing) and identifies a set of contingency factors (technological sophistication, reputation for integrity, maturity of internal audit processes, and level of complexities and risk involved) that affect the effectiveness of remote audits.
Originality/value
Remote supplier audits have radically changed how supply chains operate. This paper presents the first empirically-grounded study on remote auditing. It provides a springboard for future research in this domain and practical implications for managers to assist them with the development of remote auditing in their firms and supply chains.
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The purpose of this paper is to extend previous studies to a hybrid analysis of three business improvement practices of Lean, Six Sigma and Lean Six Sigma (LSS) within last two…
Abstract
Purpose
The purpose of this paper is to extend previous studies to a hybrid analysis of three business improvement practices of Lean, Six Sigma and Lean Six Sigma (LSS) within last two decades and identify the research gaps and focusses in more comprehensive and robust classification framework.
Design/methodology/approach
A secondary data collection and a literature review were conducted to collect information about peer-reviewed journal articles under six dimensions of a tested classification framework. The frequency and distribution analysis was conducted followed by Pearson’s χ2 test to analyse any relationship between dimensions of framework in order to identify the gap.
Findings
Despite a relatively great deal of regular research outputs about Six Sigma, Lean and LSS, academic journal articles have been found mainly limited to a few industries, themes and countries. “General manufacturing”, “healthcare”, “automotive” and “electronic industries” as sectors; and “tools and techniques”, “benefits” and “success factors” as key themes have been mostly approached by LSS, Six Sigma and lean management articles. It was also found that there is still a great disparity amongst researchers and journals to publish about these three business improvement practices.
Research limitations/implications
The research publications for LSS, Six Sigma and lean management should have wider approach towards various manufacturing and service sectors, countries and journal publications. A greater level of research/enterprise activities has been found in relation to LSS and Six Sigma articles compared to lean management articles.
Originality/value
This research aims to identify the gaps in research publications during last two decades about three major business improvement practices in one package and through more comprehensive robust classification framework and also through comparative analysis.