This study explored contextual or determining factors and their impacts on lean manufacturing in small-and medium-sized enterprises (SMEs) operating in food-processing industries. In order to get an in-depth insight into the real situation at the work floor, this study adopted a multiple-case-study research approach. The inherent characteristics of food industries, such as mandatory quality assurance requirements, low shelf life of food products, and the extremely volatile demand and supply presented barriers to lean manufacturing adoption. In addition, the challenges of 'change' in an SME environment are distinct from those faced by large organizations. The small size of the plant, the traditional setup, and inflexible layout make it difficult to implement lean manufacturing in food-processing SMEs. The knowledge of contextual factors influencing lean manufacturing adoption in food processing SMEs will be a contribution to current knowledge. Many studies have explored lean constructs and tools, while far fewer have explored the crucial element of actually implementing these. The study will also help practitioners to anticipate potential obstacles and take proper measures to deal with them during lean implementation.

This research investigates a possible integration between Lean Six Sigma (LSS) tools and principles and Industry 4.0 technologies. The aim is the development of a new pattern for Operational Excellence through the grounded theory methodology. Data collection involved interviewing Italian manufacturing managers in ten case organisations as well as a direct observation of practices linked to Industry 4.0 and LSS integration at one of the selected case organisations. Results of the study aligns with preliminary literature supporting LSS providing platform to achieve effective outcome from Industry 4.0 application. The integration needs reinvented mapping tools and implies a horizontal integration and a vertical, end-to-end integration. The latter requires the company to reengineer the ERP modules, while in the horizontal integration the real ultimate goal is to reach a complete automatic synchronisation of the processes named Autonomous Process Synchronisation. Moreover, all the data gathered from production processes and offices needs the development of new analytics at all levels. This is amongst first few studies that answers how to achieve integration between LSS and Industry 4.0 technologies and thus have several research and managerial contributions in advancing operational excellence research.

The purpose of this study is twofold: to improve understanding on how the synergetic relationship between lean and green practices is operationalized and how innovative practices are fostered in workplace through integrated lean and green approaches. The Resource-based view (RBV) of the firm, and in particular, the concept of complementarity is used as a theoretical lens to achieve the purpose of the study. Following an inductive theory building approach using exploratory case study methodology in two manufacturing organizations in the UK, the authors conduct twelve semi-structured interviews with cross-functional team involved in integrated lean and green practices. The outcomes of the study evidence several examples of innovation fostered through synergetic lean and green implementation, though the integration requires customization depending upon the operations profile of selected cases, e.g. high volume/ low variety versus low volume and high variety setting. Our study also reported the possibility of creation of environmental value alongside economic value, e.g. eco-friendly products are cheaper to produce through integrated lean and green practices in design and service delivery processes. Cross-functional collaboration and collaboration with suppliers are key to promote innovation within operations and supply chains. Following a theory building approach, authors propose two testable hypotheses for future research.

Purpose The purpose of this paper is to apply the aspects of decision theory (DT) to performance measurement and management (PMM), thereby enabling the theoretical elaboration of volatility, uncertainty, complexity and ambiguity in the business environment, which are identified as barriers to effective PMM. Design/methodology/approach A review of decision theory and PMM literature establishes the Cynefin framework as the basis for extending the performance alignment matrix. Case research with seven companies explores the relationship between two concepts under-examined in the performance alignment matrix – internal dominant logic (DL) as the attribute of organisational culture affecting decision making, and the external environment – in line with the concept of alignment or fit in PMM. A focus area is PMM related to sustainable operations and sustainable supply chain management. Findings Alignment between DL, external environment and PMM is found, as are instances of misalignment. The Cynefin framework offers a deeper theoretical explanation about the nature of this alignment. Other findings consider the nature of organisational ownership on DL. Research limitations/implications The cases are exploratory not exhaustive, and limited in number. Organisations showing contested logic were excluded. Practical implications Some organisations have cultures of predictability and control; others have cultures that recognise their external environment as fundamentally unpredictable, and hence there is a need for responsive, decentralised PMM. Some have sought to change their culture and PMM. Being attentive to how cultural logic affects decision making can help reduce the misalignment in PMM. Originality/value A novel contribution is made by applying decision theory to PMM, extending the theoretical depth of the subject.

Lean is endorsed as policy in practice in the UK but the challenges and complexities affecting Lean in healthcare are still to be adequately assessed. Through a qualitative single case study of an NHS organisation implementing Lean, 43 interviews with multidisciplinary team members involved in Lean were conducted. The progress of Lean is found to be inhibited as medical professionals have failed to engage or provide clinical leadership in supporting the trajectory of Lean. This resulted in limited outcomes, sustainability implications, and failed projects. Lean is challenged by complexity and this is evident in conflicts between professional identity, corresponding status and clinical/managerial relationships. Medical professionals as a group have received a limited focus in papers assessing the progress of Lean in Healthcare from an operational perspective. Going forward, strategies for mitigating the negative impact of this can be developed to support operational managers in the healthcare domain.