This article makes a case for the importance of exploring patterns in the relationship between the adoption of lean manufacturing practices and business performance. This relationship has been described as ambiguous, because it has variously appeared to be positive, insignificant, and negative. Accordingly, this article tests this relationship for non-linearity and shows that it follows the S-Curve theory. A survey of manufacturing companies in an industrial cluster in Brazil was undertaken. This region faces infrastructural challenges, such as geographic distance between purchasers and suppliers and a shortage of skilled labor. Despite the conditions, these companies have significantly improved their operational, financial, and environmental performance through the adoption of lean practices. Thus, this article contributes to the literature on lean manufacturing by: (a) furthering the debate on the relationship between lean practices and business performance, and testing its adherence to the S-curve theory (Netland et al., 2015;Netland and Ferdows, 2016) by means of survey research; and (b) simultaneously testing operational, financial and environmental performance as a result of the adoption of lean manufacturing practices. As a consequence of the S-shaped relationship demonstrated, managers need to be aware of the presence of inertial and saturation points in the adoption of lean manufacturing practices, so they can correctly allocate resources for improving the adoption of lean practices.
Purpose
The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices.
Design/methodology/approach
A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil.
Findings
The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture.
Originality/value
There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.
O presente estudo teve como objetivo avaliar economicamente a implantação do Mecanismo de Desenvolvimento Limpo na substituição de biomassa não renovável por biomassa renovável no processo produtivo de uma empresa de cerâmica vermelha. A avaliação pretendeu demonstrar o valor da flexibilidade gerencial de Diferimento conforme adaptações realizadas na metodologia proposta por Copeland & Antikarov (2001), a qual adiciona à avaliação tradicional de fluxo de caixa descontado a Opção Real – OR. Essa determinação seguiu um roteiro de etapas essenciais para a análise das variáveis que compreendem o modelo e que possibilitou a ordenação dos resultados quanto aos valores da OR considerada e do valor presente incluindo a flexibilidade gerencial. Finalmente, como resultado deste estudo concluiu-se que a Teoria de Opções Reais por meio da Opção de Diferimento ou Adiamento contribuiu com informações que auxiliaram nas decisões gerenciais de investimento em projetos quando comparados à metodologia tradicional de avaliação visto que são consideradas incertezas inerentes ao projeto, tal como o ambiente real.
Modo de acesso: World Wide Web Inclui bibliografia 1. Gestão 2. Produção. 3. I. PEDROSA, Rafael Alves II. Título. CDD-658 Sônia Márcia Soares de Moura -CRB 6/1896 O conteúdo deste livro está licenciado sob a Licença de Atribuição Creative Commons 4.0. Com ela é permitido compartilhar o livro, devendo ser dado o devido crédito, não podendo ser utilizado para fins comerciais e nem ser alterada.O conteúdo dos artigos e seus dados em sua forma, correção e confiabilidade são de responsabilidade exclusiva dos seus respectivos autores.
Modo de acesso: World Wide Web Inclui bibliografia 1. Gestão 2. Produção. 3. I. PEDROSA, Rafael Alves II. Título. CDD-658 Sônia Márcia Soares de Moura -CRB 6/1896 O conteúdo deste livro está licenciado sob a Licença de Atribuição Creative Commons 4.0. Com ela é permitido compartilhar o livro, devendo ser dado o devido crédito, não podendo ser utilizado para fins comerciais e nem ser alterada.O conteúdo dos artigos e seus dados em sua forma, correção e confiabilidade são de responsabilidade exclusiva dos seus respectivos autores.
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