Maria Gudbrandsen and Ann Howden
Pupils identified with SEND represent a significant proportion of the school community, comprising four children (on average) in every classroom. Yet, evidence suggests a wide…
Abstract
Pupils identified with SEND represent a significant proportion of the school community, comprising four children (on average) in every classroom. Yet, evidence suggests a wide variation in provision and common instances of pupils’ learning and mental health needs being missed or not being identified accurately. Criticism has also been directed at the dominant attention afforded to academic targets at the expense of mental health needs. This chapter explores the experiences of pupils with SEND, specifically youth with 22q11.2 deletion syndrome (22q11.2DS). Our case study charts a participatory action research (PAR) project designed to identify the unique issues facing pupils with 22q11.2DS and gaps in mental health and wellbeing support. A PAR approach recognises children and their families as the experts in issues affecting them and aims to capture their authentic ‘voice’. While educators are aware that pupils with SEND have been disproportionately affected by the pandemic, there remains an urgent need to strengthen support in schools with appropriate training and resources for staff, which this case study underlines.
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W.W.A. Beelaerts van Blokland, M.A. Fiksiński, S.O.B. Amoa, S.C. Santema, G.‐J. van Silfhout and L. Maaskant
The traditional value chain has changed under the influence of globalisation, lean thinking and the value leverage towards suppliers in the supply chain. The leverage of value by…
Abstract
Purpose
The traditional value chain has changed under the influence of globalisation, lean thinking and the value leverage towards suppliers in the supply chain. The leverage of value by the focal original equipment manufacturer (OEM)‐company to the supply chain has caused the focal OEM‐company to transform into a large‐scale system integrator (LSSI). The LSSI was defined according to the Petrick's definition. Indicators that measure the value‐leverage by these LSSI companies have not been found in literature. The purpose of this paper is to describe indicators that measure value‐leverage and illustrates that LSSI companies in the aerospace industry have a value‐leverage capability, using these indicators.
Design/methodology/approach
The authors' main research question is: “How to measure value‐leverage by LSSIs in the aerospace industry?”. As value‐leverage indicators have not been studied before, a literature study was carried out to develop a set of indicators which were tested in a quantitative analysis, using secondary data from 41 aerospace companies. Second, the value‐leverage indicators were applied to the aircraft LSSIs. The industry samples consisted of the global companies in the aircraft OEM industry and the relevant financial and company data were collected from the companies' public financial data, spanning a time frame of 14 years (1996 to 2009). A case study was performed on large‐scale aircraft system integrators, as a sample of the aerospace OEM industry, to demonstrate the effects of value‐leverage by aircraft LSSI companies.
Findings
With the new indicators, this research shows value leverage of aerospace OEMs and aircraft LSSIs as a sub group of the sample. The related indicators showed a change in leverage over time, indicating the leverage capability of aerospace OEMs. More in‐depth analysis on aircraft LSSI companies showed that aircraft LSSI with high correlation on the value‐leverage variables are more in value balance compared with aircraft LSSI companies scoring lower on the variables.
Research limitations/implications
This research has been limited to the aerospace OEMs. Data from secondary (public) sources were used, such as financial reports over a period of 14 years. Further research is necessary to develop indicators for other sectors of industries, such as automotive, medical instruments and construction, as well as to further improve the understanding of the outcomes of this study.
Practical implications
The new indicators measure value‐leverage of aerospace OEMs in general and aircraft LSSI companies. These companies could be compared on their capability of value‐leverage. Management of these firms can use the indicators to further improve their capability of value‐leverage on the supply chain regarding co‐development and co‐production of aircraft and related systems.
Social implications
It is useful for the executive management of aircraft LSSIs to balance the value leverage of their companies regarding R&D, customer demand and supply chain based production.
Originality/value
The paper identifies indicators that measure the capability of the aerospace OEMs to leverage value on supply chains. The found indicators form a preliminary model, which contributes to the usage of theories on lean manufacturing, supply chain management, value networks and open innovation.
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Thais Assis de Souza, Guilherme Alcântara Pinto, Luiz Guilherme Rodrigues Antunes and André Grützmann
Regarding the premises of open innovation (OI) in terms of knowledge sources, this paper aims to discuss how to manage the existing sources of knowledge in supply chains.
Abstract
Purpose
Regarding the premises of open innovation (OI) in terms of knowledge sources, this paper aims to discuss how to manage the existing sources of knowledge in supply chains.
Design/methodology/approach
An integrative review was developed focusing on studies related to supply chain and OI, seeking to understand the relationships between them, supporting the innovative discussion.
Findings
The SIPOC-OI was proposed as a tool to support the management of knowledge sources present in the supply chain, promoting efficiency to the company and improving its innovative capacity.
Research limitations/implications
The conceptual proposal should be empirically verified to understand the management tool's obstacles and benefits for a company's innovation performance. Additionally, it would be useful to understand the results of this proposal in the relationships between agents of the chain, as well as the direction (inbound, outbound or coupled). Additionally, relevant points were highlighted as future agendas.
Practical implications
The point of view based on OI treats the collaboration's aspects and its benefits to agents, which becomes an essential factor in improving the entire chain's integration and performance.
Originality/value
The analysis of the flow of knowledge in supply chains from an OI perspective is an innovation in theory. Besides, the multidisciplinary proposal is expressed in the framework developed as it is based on a tool from engineering. Supply chain competencies/mindset is important to develop OI as well as is the contrary – there is a mutual practical and theoretical relevance between the integration of the concepts.
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Sunil Kumar C.V. and Srikanta Routroy
The purpose of this paper is to assist a manufacturer with a process to measure the level of preferred supplier status (PSS) of its key suppliers along the timeline.
Abstract
Purpose
The purpose of this paper is to assist a manufacturer with a process to measure the level of preferred supplier status (PSS) of its key suppliers along the timeline.
Design/methodology/approach
In measuring the PSS, the prominent preferred supplier enablers (PSEs) were identified and were broadly categorized under manufacturer’s interest component, common interest component and supplier’s characteristic component. These PSEs were further analyzed by using fuzzy analytic hierarchy process, Euclidean distance measurement and grey relation analysis methods. In order to demonstrate the application and utility of the proposed approach, a case study conducted in an Indian automotive component manufacturing company has been presented.
Findings
By applying the proposed methodology in a case company, the PSSs of five of its key suppliers were measured and then the suppliers’ characteristic scores were determined. Based on these scores, a preferential status plot of the suppliers was developed. Through the status plot, the manufacturer was suggested with whom the proposed initiatives can be productive and with whom the manufacturer has to appeal for improvement strategies.
Research limitations/implications
Since the methodology was tried in the Indian manufacturing environment, the emphasis laid on the PSEs and in turn the measurement of PSS may not address the concern at large.
Practical implications
Measuring PSS would not only earn competitive advantages for the manufacturers but also facilitate the evolution of competitive suppliers.
Originality/value
Measuring PSS along the time would assist a manufacturer to effectively manage the preferences given to its suppliers and thereby enhance the supply base contribution in the value addition process.
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Sunil Kumar C.V. and Srikanta Routroy
The purpose of this paper is to analyze preferred supplier enablers (PSEs) and measure the interdependencies among themselves for enhancing preferred supplier relationship.
Abstract
Purpose
The purpose of this paper is to analyze preferred supplier enablers (PSEs) and measure the interdependencies among themselves for enhancing preferred supplier relationship.
Design/methodology/approach
In the current study, an approach has been developed in which the significance of various PSEs was determined by applying Fuzzy Analytic Hierarchy Process (FAHP) and the prominent PSEs were screened out through Pareto analysis. Also, the interdependence among the prominent PSEs was measured by applying the Fuzzy Decision Making Trial and Evaluation Laboratory method in order to select the right PSEs in ascribing the Preferred Supplier Status. Finally, the weakest relationships among the PSEs were confirmed by applying the student’s t-test and then an impact relationship map of PSEs was developed.
Findings
The strength of relationships among the PSEs, grouping of PSEs into causes and effects on a causal diagram and a concise impact relationship map of PSEs were determined. Further, the PSEs that a manufacturer must primarily focus and monitor were also obtained.
Research limitations/implications
The study was conducted in an Indian electronic manufacturing environment. Therefore, the results obtained would be more relevant to the high end technology product manufacturers operating in the developing countries.
Practical implications
From the current study, a manufacturer can alleviate, favorably associate and integrate with the good suppliers and then eventually establish a strong supply base.
Originality/value
Manufacturers are looking for the closer and favored relationships by bringing in the concept of preferred supplier while dealing with their key suppliers. Thus, the results obtained from the current study would be of great assistance to a manufacturer in gaining an extra cutting-edge and, in turn, tackling the increased competitive pressures and reduced availability of resources.
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Qinqin Zeng, Wouter Beelaerts van Blokland, Sicco Santema and Gabriel Lodewijks
The purpose of this paper is to develop an approach to measuring the performance of motor vehicle manufacturers (MVMs) from economic and environmental (E&E) perspectives.
Abstract
Purpose
The purpose of this paper is to develop an approach to measuring the performance of motor vehicle manufacturers (MVMs) from economic and environmental (E&E) perspectives.
Design/methodology/approach
Eight measures are identified for benchmarking the performance from E&E perspectives. A new company performance index IMVM is constructed to quantitatively generate the historical data of MVMs’ company performance. Autoregressive integrated moving average (ARIMA) models are built to generate the forecast data of the IMVM. The minimum Akaike information criteria value is used to identify the model of the best fit. Forecast accuracy of the ARIMA models is tested by the mean absolute percentage error.
Findings
The construction of the index IMVM is benchmarked against three frameworks by six benchmark metrics. The IMVM satisfies all of its applicable metrics while the three frameworks are incapable to satisfy their applicable metrics. Out of 15, 4 MVMs are excluded for benchmarking future performance due to their non-stationary time series data. Based on the forecast IMVM data, GM is the best performer among the 15 samples in the FY2018.
Originality/value
This research highlights the environmental perspective during vehicles’ production. The development of this approach is based on publicly available data and transparent about the methods it used. The data out of the approach can benefit stakeholders with insights by benchmarking the historical performance of MVMs as well as their future performance.
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Asmae El Jaouhari, Jabir Arif, Soumaya Fellaki, Mohamed Amejwal and Khaoula Azzouz
This study aims to address Industry 4.0 (I4.0) technologies that can improve the research and implementation of lean supply chain management (LSCM) and the enhanced LSCM subfields…
Abstract
Purpose
This study aims to address Industry 4.0 (I4.0) technologies that can improve the research and implementation of lean supply chain management (LSCM) and the enhanced LSCM subfields in I4.0 technologies.
Design/methodology/approach
The authors conducted a systematic literature review to detect, categorize and assess recent data, highlighting patterns and providing suggestions for potential research in this field, to investigate I4.0 literature and its effect on LSCM. The authors examined 79 published types of research from the Scopus database that were published between 2010 and 2021 and classified them into four LSCM fields: logistics, production, supply chain and marketing.
Findings
The authors can emphasize the fact that the literature on this topic is in progress, from early German academic research to the current creation of new effects around the world. The majority of the potential effects investigated were discovered to improve specific areas that ultimately enhance the practices of the four LSCM domains as well as performance outcomes. The authors were also able to assess the extent to which present and upcoming I4.0 technologies can improve LSCM research and implementation.
Originality/value
To the best of the authors’ knowledge, this is the first study of its kind. Although some research looked into various areas of I4.0 and LSCM topics, there has been no research specifically looking into the impact of I4.0 on LSCM. The originality of this study lies in the treatment of the main fields and sub-fields of LSCM, which can benefit from the technologies of I4.0. Academic scholars interested in the research topics may benefit from the findings of this study. Organizations in various industrial sectors, particularly manufacturing, where lean thinking is used, business professionals specialized in lean operations and supply chain management, along with anyone else who wants to learn more about the interrelationships between I4.0 and LSCM.
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Wouter Beelaerts van Blokland, Sebastiaan van de Koppel, Gabriel Lodewijks and Wouter Breen
Today, most of the car manufacturers world-wide have embraced the principles of lean manufacturing on strategic and operational level. On strategic level car companies like Toyota…
Abstract
Purpose
Today, most of the car manufacturers world-wide have embraced the principles of lean manufacturing on strategic and operational level. On strategic level car companies like Toyota (Womack et al., 1990) shifted 63 per cent of the value of the car towards the first, second and third tier suppliers for the co-production and co-development of cars as an effect of lean implementation. However, lean implementation was also followed by for instance Ford and GM in the USA, the latter company faced a sudden disruption in 2009 due to the break-out of the financial crisis in 2008, while Ford survived. Could this be foreseen? The exclusive use of (classic) financial performance indicators may give a false image of a company’s current and future performance. There is a need for a model to identify “the stars and the laggards’ regarding car companies by taking into account non-financial and intangible dimensions as advocated by Neely et al. (2003) regarding the third generation of business performance measurement systems. The purpose of this paper is therefor to propose a method to measure and benchmark car company performance which includes the non-financial R&D dimension as well as supply chain, value creating and employee dimensions. These dimensions are present in the value leverage model (van Blokland et al., 2012a, 2012b) which can serve as a basis for this method. The aim is to contribute to the third generation business performance measurement systems by further development of the value leverage model towards a maturity model for benchmarking car company performance. The proposed method can provide a big picture and give insight regarding company performance and direction of the performance.
Design/methodology/approach
Value leverage can be measured by a correlation analysis regarding three dimensions, namely, supply chain, R&D and value creation, all relative to the employee or capita which results in the average value leverage (AVL) factor. This AVL factor can be used to compose a combined relative and absolute ranking. The score regarding the AVL results in a relative ranking expressing the level of stability regarding the car companies value chain and system. For the absolute ranking the car companies receive per variable parameter a score according to their absolute performance relative to the other car companies. The relative and absolute ranking are presented on the vertical and horizontal axes forming a matrix. The matrix is the basis for the stability-value leverage maturity model for measuring and benchmarking company performance. With the proposed method, the following main research question can be answered: “How can company performance be measured and benchmarked from a stability-value leverage perspective?”.
Findings
With the proposed method, stability-value leverage performance can be measured. The relative ranking on the vertical axis and the absolute ranking form together a matrix which is presented by a scatterplot. A matrix with four maturity levels emerged from the analysis by introducing the average score of all the car companies together in the data set crossing the matrix vertical and horizontal. The four levels are as follows: Level I, low stability – low value leverage; Level II, low stability – high value leverage; Level III, high stability – low value leverage; and Level IV, high stability – high value leverage. Stability-value leverage performance of car companies can be measured over time which makes it possible to observe to which direction the car company migrates for instance from Level I to Level III, before and after the financial crises in 2008. The car companies BMW, Daimler, Audi, Ford and Honda are the best performing companies in stability-value leverage over the period 2000-2014, as they are situated at Level IV. With the findings, the main research question can be answered. The value leverage indicators can be used for measuring and benchmarking company performance regarding four maturity levels of stability and value leverage. The direction of performance can be observed as well.
Research/limitations/implications
This research is limited to the car industry. Further research is devised to test the indicators for instance on the truck manufacturing industry. Further research towards new variables is part of the ongoing research.
Practical/implications
With the value leverage maturity model, it is possible to inform stakeholders about stability, value leverage and value creation capability of car companies. Weak performing companies can be identified in an early stage with this method to anticipate for instance on possible discontinuation of a car company effecting in merger an acquisition processes.
Social/implications
With the method stakeholders such as employees, users of cars and investors can be informed about how and why car companies perform in an unstable or stable manner.
Originality/value
This research towards ranking and classification of car companies aligns with theories regarding lean manufacturing and maturity models, as these models are used to compare companies on their level of perfection or excellence.
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Donna Samuel, Pauline Found and Sharon J. Williams
The purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last 25…
Abstract
Purpose
The purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last 25 years to understand the impact of the book The Machine that Changed the World on management thinking.
Design/methodology/approach
A comprehensive and systematic review of the extant literature of lean was undertaken and analysed critically to observe patterns and trends that could explain the acceptance of Lean as an operations management philosophy. The review spans from 1987 to 2013. To enable us to effectively manage and understand the diffusion of this literature a database, the Lean Publications Database, was constructed. The number of publications has been adjusted to compensate for growth in the total number of articles published in the same period.
Findings
Lean has evolved to be one of the best-known, yet fiercely debated, process improvement methodologies. It emerged during a proliferation of such methodologies in the business and management literature. Lean has developed from a generic description of Toyota Production System (TPS) to a particular type of organisational and management intervention focused on best practice and process improvement methodologies.
Research limitations/implications
This paper provides the first comprehensive review of the Lean literature, from the perspective of Lean as the unit of analysis. It covers both sides of the academic debate and categorises the progression of Lean from its origins as a generic description of TPS to a movement that has changed management systems in many and diverse sectors.
Practical implications
This paper demonstrates how Lean research, application and thinking has evolved over 25 years from its origins in Japanese auto-manufacturing to a holistic value system that is applicable to all business sectors, both private and public.
Originality/value
In most empirical studies on Lean, the unit of analysis is the organisation. In this study, the unit of analysis is the Lean phenomenon itself. This paper examines the impact of The Machine that Changed the World on management thinking. In addition, it presents a step to developing an underpinning theory by linking Lean to the Theory of Swift, Even Flow. As such it is of interest to academics in the field of operations management and offers a contribution to knowledge. It is also likely to be of interest to policy makers. Considerable amounts of public money have been spent, and continue to be spent, on promoting Lean. Taxpayers and policymakers are likely to be interested in whether that expenditure is justifiable. 25 years of publications have been analysed to provide clarity around this popular approach to organisational improvement.
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Wouter W.A. Beelaerts van Blokland, Sicco C. Santema, Aimé Heene, Tim de Jong and Niek Elferink
Trends in the car and aircraft manufacturing industry showed an evolution in the configuration and management of the production network. For instance, the aerospace manufacturing…
Abstract
Trends in the car and aircraft manufacturing industry showed an evolution in the configuration and management of the production network. For instance, the aerospace manufacturing industry tended to be a closed system, competing on scale of production and focusing on maximization of own profit. Nowadays the automotive companies are developing open systems under the influence of globalization, outsourcing, and co-creation of value. Doing this with suppliers causes a shift of value from the focal firm to the supply chain, creating a value levering position for the so-called large-scale system integrator (LSSI). The leverage of value on suppliers introduces the value-leverage capability of the LSSI company. The capability of the LSSI to balance continuation, conception, and configuration is crucial for (long-term) profitability and competitive position. To express the value-leverage capabilities, the authors propose the variables “turnover per employee” (T/E), “research and development per employee” (RD/E), and “profit per employee” (P/E), whose (inter) relationship determines the capabilities.