A substantive theory on the implementation process of operational performance improvement methods

Roman, Darlan José; Osinski, Marilei; Erdmann, Rolf Hermann

doi:10.1016/j.rausp.2016.12.005

Cited by 4 publications

(4 citation statements)

References 27 publications

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“…But not every company will succeed in the first attempt to make their operation and processes lean. Numerous causes of implementation failure have been outlined by researchers including lack of real understanding of LM concept [12], lack of implementation know-how [13], organizational culture that not well managed [14], and lack of approach related to the difficulties associated with change implementation [15]. Besides, simply replicating the change process of other companies' practices is unwise because culture, organizational pressures, and infrastructure support differ between companies.…”

Section: Lean Manufacturingmentioning

confidence: 99%

Investigating the Impact of Lean Manufacturing Practices on Operational Performance

Bandi

Kamar

Kie

2022

JMMST

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In order to remain competitive and resilient in business, manufacturing companies must improve their operational performance continuously. Superior performance can no longer be achieved with abundance of time, resources, and money, but the right approaches and tools will allow companies to perform better with greater flexibility. As manufacturing companies try to identify the most beneficial approach, many conclude that Lean Manufacturing (LM) practices are the way to go. LM practices may seem promising at first, but its implementation doesn’t always produce the desired results, and not all LM tools are universally applicable. Choosing the wrong tool might throw off the entire process though initially it meant to improve. Therefore, this study aims to determine the most used of LM tools and how these tools can impact the operational performance. A total of eleven completed responses were collected in the survey through convenience sampling method. Empirical results through descriptive analysis revealed that usage of LM tools such as 5S and Kaizen can lead companies in improving their processes. While lack of knowledge and resistance to change are the major barriers in practicing LM.

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Section: Lean Manufacturingmentioning

confidence: 99%

Investigating the Impact of Lean Manufacturing Practices on Operational Performance

Bandi

Kamar

Kie

2022

JMMST

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“…However, to focus on support for decision-making, through BA, business processes need to meet the requirements of reliability, integrity, and availability (Johnson et al, 2007). This action is necessary to identify the organizational metaprocess from which the other processes are developed from managing the business processes (Roman et al, 2017).…”

Section: Business Architecturementioning

confidence: 99%

Analysis of the Maturity Level of Business Processes for Science and Technology Parks

et al. 2021

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This research analyzes the maturity level of business processes with the application of the Process and Enterprise Maturity Model (PEMM) in the light of Enterprise Architecture (EA). This is qualitative research, cross-sectional, and in the form of a multiple case study performed in science and technology parks in Brazil. A questionnaire conducted by semi-structured interviews, non-participant observations, and document analysis to gather information on the processes was applied to achieve the proposed objective. The finding revealed that 75% of the analyzed parks show signs that processes’ maturity results in optimal performance (Level 3) and can be integrated with other internal processes, maximizing the performance of these parks. Only one park was at Level 2, indicating that business processes led to better results when implemented from one organization. This study shows that even when enterprise capability is at Level 3, this does not help the process enablers rise from Level 2 to Level 3. This study’s originality lies in its showed that the maturity level of the analyzed parks and in making comparisons to identify discrepancies and future actions, considering their responsibility to transfer knowledge from science and technology institutions to the public and private sector.

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“…For Roman et al (2017) performance improvement can be seen from the perspective of learning and change. Changes are necessary and, therefore, the organisation must develop themselves and learn to deal with the context.…”

Section: Teaching Performancementioning

confidence: 99%

Organisational flourishing and performance: research with professors from a public university

Martins

Raasch

Gomes

et al. 2021

IJBPM

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The organisational flourishing is related to the perception of positive emotions and the promotion of better professional performance of individuals flourishing at work. So, this article aims to confront the organisational flourishing with the performance perceived by professors at a federal public university in the state of Rio Grande do Sul, Brazil. For this purpose, a survey was carried out with 107 professors of applied social sciences courses (CNPq classification). The analysis was based on multivariate statistical techniques such as: exploratory factorial analysis, confirmatory factorial analysis and structural equation modelling. The results had a positive relation between the organisational flourishing and the performance perceived by professors, being consistent with the literature appointments. The results help in the decision-making of strategies that the university management has used for its professors, aiming at its performance and to the literature on organisational flourishing using as public-target professors of a public university.

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A substantive theory on the implementation process of operational performance improvement methods

Cited by 4 publications

References 27 publications

Investigating the Impact of Lean Manufacturing Practices on Operational Performance

Investigating the Impact of Lean Manufacturing Practices on Operational Performance

Analysis of the Maturity Level of Business Processes for Science and Technology Parks

Organisational flourishing and performance: research with professors from a public university

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