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We examine how management control practices relate to the implementation of a corporate lean program at the factory level. Our empirical analysis uses data from a large manufacturing firm that is implementing a corporate lean program in its global plant network. We find that using dedicated teams to lead the lean program, developing and frequently reviewing lean-focused performance reports, and using nonfinancial rewards linked to lean implementation are favorably associated with more extensive implementation of lean practices in the factories. We do not find evidence that the use of managementinitiated internal audits and financial rewards tied to lean implementation are strongly associated with more extensive lean implementation. We also present evidence of a positive relation between lean implementation and improvements in operational performance in the factories. Overall, these findings suggest that when implementing a corporate lean program, the firm must pay careful attention to the type of management control practices it uses for controlling the input, process, and output aspects of the lean program.

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T here is currently no theory that explains the pattern of change in a plant's performance as it implements a lean program. Does it improve at a declining, increasing, or constant rate, or in some other pattern? We use empirical data from the implementation of the Volvo Group's lean program worldwide to develop a grounded theory to explain this pattern. We find that the pattern roughly follows an S-curve shape: as a plant progresses in its implementation of lean production, its operational performance improves slowly first, then grows rapidly, and finally tapers off. The initial stage can be characterized by "exploration", during which the plant is essentially discovering and experimenting with lean principles, and the later stages by "exploitation", during which the plant is realizing their benefits. We derive the grounded theory from quantitative internal company data and find additional qualitative support for it from our visits to 45 Volvo plants on 5 continents and 210 interviews with employees in these plants and Volvo headquarters. The S-shape pattern has important implications. Practitioners must assess a plant's maturity in lean implementation and adjust their targets, action plans, and expectations accordingly. Scholars must take the position of the plant on the S-curve into consideration when they analyze the impact of lean programs.

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Purpose There is convincing evidence that companies need a special form of leadership to succeed with lean transformations. The general advice for lean leaders, however, is often obvious or unrealistic. The purpose of this paper is to propose and discuss specific lean leadership practices for top-managers, middle managers and front-line managers. Design/methodology/approach In this conceptual paper, the authors draw on their rich experience from researching, leading and consulting in lean transformations in a large number of firms. Findings Leaders must adapt lean leadership practices to their hierarchical levels. This paper provides a framework to understand and debate lean leadership at different levels of the organisational hierarchy. Originality/value This paper demystifies lean leadership by offering a discussion of specific lean leadership practices at different hierarchical levels. The paper offers a new perspective for researchers studying lean leadership behaviours and contains helpful advice for firms seeking lean transformations.

Purpose: To advance the productivity of all plants in the network, multinational corporations develop and deploy multi-plant improvement programmes. In this paper, we systematically review and synthesise the emerging literature on multi-plant improvement programmes.Methodology: Through a systematic manual search, we examine fifteen top journals from operations management, general management and international business literature in the time span between 1998 and 2011. Findings:We found 30 papers that specifically deal with operational improvement programmes in a multi-plant international setting, of which only nine take a headquarter perspective. This low number contrasts sharply with the magnitude and importance of such programmes in industry. We discuss key dimensions that explain how multi-plant improvement programmes result in the adopting, adapting, acting or avoiding of programme practices in subsidiaries and propose a related research agenda. Research implications:We affirm that a new field is in the making, with IJOPM as the leading professional journal. Further empirical research is called for, but particular methodological caution must be paid to the phenomenon of acting in subsidiaries. Originality:No coherent stream of research has addressed multi-plant improvement programmes. This paper represents a focused review that supports the field's development.Keywords: improvement program; production system; process improvement; global operations management; knowledge transfer; literature review Theoretical Background and Definition of ScopeWe are investigating the union of multi-plant coordination literature and process improvement literature. In order to define our scope, these two topics are now introduced. Multi-plant coordinationResearch on international business distinguishes between configuration and coordination (Porter, 1986). Configuration is about the global set-up of the corporation; with what resources to innovate, source, produce and sell what for which markets where and when.Coordination is about the management of the network; how to most effectively and efficiently share resources and knowledge between the dispersed plants. Seminal research in the field of international business even suggests that the ability to share knowledge in the intra-firm network efficiently is the prime reason for the existence of MNCs in the first place (Kogut and Zander, 1993;Buckley and Casson, 1998).With more units to manage and more complexity to handle, a tempting strategy for MNCs has been to rely more on standardised best practices when deciding how to operate production (Jensen and Szulanski, 2004). Consequently, they seek to continuously develop and share best practices in the intra-firm network (Kostova, 1999). For this purpose, many manufacturing MNCs are developing firm-wide process improvement programmes (Netland, 2013). This paper deals with this specific type of multi-plant coordination. Process improvement programmesAs for the content of the practice programmes, MNCs turn to proven production philosoph...

PurposeManufacturers seek to innovate and improve processes using new digital technologies. However, knowledge about these new technologies often resides outside a firm's boundaries. The authors draw on the concept of absorptive capacity and the literature on open innovation to explore the role of external search in the digitization of manufacturing.Design/methodology/approachThe authors developed and distributed a survey to manufacturing firms in Switzerland, for which 151 complete responses were received from senior managers. The authors used multiple linear regressions to study the relations among the breadth and depth of external search, firms' adoption of digital technologies and operational performance outcomes.FindingsExternal search depth was found to relate positively to higher adoption of computing technologies and shop floor connectivity technologies. No significant correlation was found between external search breadth and firms' adoption of digital technologies. Regarding performance outcomes, there is some evidence that increased adoption of digital technologies relates positively to higher volume flexibility, but not to increased production cost competitiveness.Practical implicationsManufacturing firms that aim to digitize their processes can benefit from inbound open process innovation, but its utility varies for different clusters of digital technologies. Generally, the findings suggest that firms should build strong ties with a few external knowledge partners rather than surface relations with many.Originality/valueThis study contributes to the growing literature on the digitization of manufacturing with an analysis of the relation between firms' external search and their adoption of digital technologies. It adds early empirical insights to the literature on open process innovation.