An examination of the relationships between JIT and financial performance

Fullerton, Rosemary; McWatters, Cheryl S.; Fawson, Chris

doi:10.1016/s0272-6963(03)00002-0

Cited by 339 publications

(297 citation statements)

References 59 publications

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“…Table 1 summarizes the references that we use in each operational practice. JIT Bartezzaghi, Turco and Spina (1992);Flynn, Sakakibara and Schroeder (1995); Vuppalapati, Ahire and Gupta (1995); Upton (1998);Claycomb, Dröge and Germain (1999);Slack, Chambers and Johnston (2002);Cheryl and Fawson (2003); Fullerton, Cheryl and Fawson (2003); Sale and Inman (2003). Heras, Dick and Casadesús (2000); Rao and Holt (2005) Outsourcing Williamson, (1975Williamson, ( , 1985; Prahalad and Hamel (1990);Barney, (1991);Peteraf, (1993); Lei and Hitt (1995) …”

Section: Operating Practices and Firm Performancementioning

confidence: 99%

Operational practices and financial performance: an empirical analysis of Brazilian manufacturing companies

Castro

Duarte

Artur

et al. 2011

BAR, Braz. Adm. Rev.

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In the operations management field, operational practices like total quality management or just in time have been seen as a way to improve operational performance and ultimately financial performance. Empirical support for this effect of operational practices in financial performance has been, however, limited due to research design and the inherent difficulties of using performance as a dependent variable. In this paper, we tested the relationship between selected operational practices (quality management, just in time, ISO certification and services outsourcing) in financial performance outcomes of profitability and growth. A sample of 1200 firms, operating in São Paulo, Brazil, was used. Analysis using multiple regression explored the direct effect of practices and their interaction with industry dummies. Results did not support the existence of a positive relationship with financial performance. A negative relationship of outsourcing with both profitability and growth was found, supporting some critical views of the outsourcing practice. A weaker negative relationship between ISO certification and growth was also found. Some interactions between practices and industries were also significant, with mixed results, indicating that the effect of practices on performance might be context dependent.

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Section: Operating Practices and Firm Performancementioning

confidence: 99%

Operational practices and financial performance: an empirical analysis of Brazilian manufacturing companies

Castro

Duarte

Artur

et al. 2011

BAR, Braz. Adm. Rev.

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“…ix (Fullerton et al, 2003)…………………. 35 Table 3.1 Lean Manufacturing Practices (Shah & Ward, 2007)………………….. 63 …”

mentioning

confidence: 99%

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

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“…Sample space is the population of Brazilian sites with 60 or more assemblers. All 12 sites are in four US SICs: three in 35 (machinery), three in 36 (appliances and electronics), three in 37 (motor vehicles) and three in 38 (instruments), similar to the distribution reported by Fullerton et al [38]. Sites are a mix of union and non-union workplaces.…”

Section: Ivlethodsupporting

confidence: 72%

Lean Practices for Product and Process Improvement: Involvement and Knowledge Capture

Angelis

Fernandes

Advances in Production Management Systems

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Innovation is key source of a company's competitiveness in the knowledge economy, and continuous improvement is a key element of such corporate pursuit. Lean production is a globally competitive standard for product assembly of discreet parts. Successful Lean application is conditioned by an evolutionary problem-solving ability of the rank and file. Such ability is in itself contingent on employee involvement in improvement programs and the implementation of appropriate practices. But the challenge of operating innovative Lean systems lacks statistically valid guidance. This empirical study is based on 294 worker responses from twelve manufacturing sites in four Brazilian industry sectors. It identifies particular practices that impact employee participation in change or improvement activities and their performance outcomes.

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An examination of the relationships between JIT and financial performance

Cited by 339 publications

References 59 publications

Operational practices and financial performance: an empirical analysis of Brazilian manufacturing companies

Operational practices and financial performance: an empirical analysis of Brazilian manufacturing companies

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Lean Practices for Product and Process Improvement: Involvement and Knowledge Capture

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