Purpose -The purpose of this paper is to present an analysis of research on lean production (LP) since the concept was developed at the end of the 1980s with the aim of developing a model that permits an extended and comprehensive understanding of LP. Design/methodology/approach -A literature survey of peer reviewed journal articles and paradigmatic books with managerial impact is employed as the research methodology. Findings -The findings derived from the evaluation of the publications analysed have led to the creation of an extended model of LP. Specifically, two new groups of factors to be taken into account in order to achieve a comprehensive understanding of LP are presented. Apart from internal aspects at the shop floor level and value chain elements, the model provided includes work organisation and the impact that the geographical context has on LP. In addition, the critical assessment of publications has allowed a number of specific aspects to be identified for which there is no empirical evidence. Originality/value -This paper puts forward a new classification of literature identifying key aspects that should be included for LP development and management. It might represent new opportunities for rigorous and relevant research that would contribute to more transparent knowledge of LP being gained.

PurposeThe purpose of this paper is to investigate the contribution to improving the efficiency of the focal firm made by lean management at the internal and supply chain levels.Design/methodology/approachAn empirical study was conducted of 285 Spanish focal companies from industrial sectors that occupy an intermediate position in the supply chain. The data gathering method consisted of a telephone survey using computer-assisted telephone interviewing. A structural equation was used to test the hypotheses.FindingsThe results indicate that there is an improvement in efficiency of the focal firm when lean management extends throughout the supply chain, in line with the resource-based theory and integrated supply chain management. In addition, lean management at the internal level is observed to impact positively on the focal firm's efficiency only when it contributes to enhancing the implementation of lean supply chain management.Practical implicationsTo achieve the best operational performance derived from lean management, managers should pay attention to the transfer to their supply chain members of knowledge, competencies and cultural change linked to the level of internal lean implementation of the focal firm. Moreover, this paper provides a way to assess the operational aspects of lean supply chain strategy implementation and lean supply chain planning.Originality/valueThis study uses a holistic focus on lean supply chain management, to which it applies a validated instrument. It underlines that lean on the internal level should be complemented with lean on the supply chain level to provide a better understanding of the drivers of the efficiency of the focal firm.

Responsiveness is one of the key performance factors that firms need to face up to the challenges posed by today's markets. Many manufacturing firms are investing in Advanced Manufacturing Technology (AMT) with a view to improving competitiveness. However, empirical evidence shows that investments in AMT alone do not lead to improvements in performance. In this study, a model that links AMT implementation and responsiveness through internal and external integration is proposed. A sample of 441 Spanish industrial companies was used to test the model through structural equation modelling. The findings highlight that internal integration needs to be supplemented with external integration in order to ensure that the implementation of AMT will result in improved responsiveness. Supply chain managers should focus on integration within the supply chain -firstly internal and later external-to obtain returns on investments in AMT in the form of improved flexibility and more reliable and faster deliveries.

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PurposeThe purpose of this paper is to empirically examine the impact of the level of cooperation in the supply chain on lean production (LP) adoption. The effect of the level of cooperation with both suppliers and customers with regards to the intensity of LP adoption is examined, as is the joint effect of cooperation and information integration with customers.Design/methodology/approachAnalysis is carried out on a sample of 84 manufacturing plants that are first tier suppliers to original equipment manufacturers in the Spanish automotive industry. Data were gathered from plant CEOs via a combination of regular mail, e‐mail and internet‐based survey methods. Data are analyzed using exploratory factor analysis and hierarchical regression.FindingsThe results show that while greater levels of cooperation with suppliers do not impact on the intensity of LP adoption, greater levels of cooperation with customers do have a significant effect. Also, the greater the cooperation with customers and the more information integrated with them, the higher the intensity of LP adoption.Research limitations/implicationsThe findings stress the importance of having a holistic vision of the supply chain to explain the degree of LP adoption. Further developments include simultaneously studying the role of both information and physical flows along the supply chain in LP adoption, and analyzing the time lag that occurs between a company increasing cooperation with suppliers and customers, and progress being made in the intensity of LP adoption.Practical implicationsPractitioners must be mindful that a greater level of cooperation with customers creates a favourable environment for increasing the intensity of adoption of LP.Originality/valueThis paper contributes to research on the explanatory factors of LP adoption by adding new factors to explain it, including the level of cooperation between supply chain agents and the interaction of information integration and cooperation with customers.