Developing an instrument to measure lean manufacturing maturity and its relationship with operational performance

Bento, Graziela dos Santos; Tontini, Gérson

doi:10.1080/14783363.2018.1486537

Cited by 42 publications

(44 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Besides the studies relating LM with MF, several studies have also linked LM with LR. Uhrin et al (2017), dos Santos Bento and Tontini (2018), Panwar et al (2017), Nawanir et al (2013), and Matsui (2007) suggested a positive linkage between LM and LR.…”

Section: Introductionmentioning

confidence: 93%

“…LM reduces lead times (dos Santos Bento and Tontini, 2018;Fullerton and Wempe, 2009;Hofer et al, 2012;Singh et al, 2010) because one of the targeted performances of LM implementation is to speed up production processes, while increasing its efficiency (Khanchanapong et al, 2014). In an LM system, production and material movements are authorized by kanban through the implementation of the pull system, which are performed just as needed, in the right quality, right quantity (neither too much nor too little), right time (neither too early nor too late) and precisely where required based on customer demand (Forrester et al, 2010).…”

Section: Effect Of Lean Practices On Lead Timementioning

confidence: 99%

See 1 more Smart Citation

Synergistic effect of lean practices on lead time reduction: mediating role of manufacturing flexibility

Nawanir

Lim

Ramayah

et al. 2020

BIJ

View full text Add to dashboard Cite

PurposeThis study scrutinized the synergistic effects of lean manufacturing (LM) on lead time reduction (LR) while investigating the mediating role of manufacturing flexibility (MF) in that relationship within the context of batch and mass customization manufacturers.Design/methodology/approachThis cross-sectional survey involved 160 large batch and mass customization manufacturers in Indonesia. Data were analyzed by using the PLS path modeling approach and multigroup analysis.FindingsThe positive synergistic direct effects of LM on LR and MF were revealed in both process types. In mass customization, MF mediates the effect of LM on LR. However, such a mediating effect was not found in the batch process due to the insignificant effect of MF on LR.Practical implicationsThe findings offered theoretical and practical insights supporting the manufacturers to grasp potential benefits through the holistic LM implementation as well as the suitable strategies to improve MF and reduce lead time by considering the types of the production process.Originality/valueThis study bridged the gaps regarding the comparison of LM implementation and its influence on MF and LR in mass customization and batch production.

show abstract

Section: Introductionmentioning

confidence: 93%

Section: Effect Of Lean Practices On Lead Timementioning

confidence: 99%

Synergistic effect of lean practices on lead time reduction: mediating role of manufacturing flexibility

Nawanir

Lim

Ramayah

et al. 2020

BIJ

View full text Add to dashboard Cite

show abstract

“…A literature review indicated that a diverse number of variables that measure operational performance have been used by researchers. Santos Bento and Tontini (2018) state that flexibility, quality, delivery and cost are the frequently used items for quantifying operational performance. Table I gives an overview of the operational performance measurement variables identified by researchers with their references.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Diverse research models with different constructs have been developed to evaluate the effect of LM on operational performance. The objectives of such studies include the evaluation of the effect of LM tools on operational performance, measuring how organizations adopt LM and quantifying the maturity level of LM implementation in different organizations (Santos Bento and Tontini, 2018). Some empirical studies have shown that LM implementation results in increased operational performance (Shah and Ward, 2003), while others have shown that the implementation of LM has little or negative impacts (Bhasin and Burcher, 2006; Browning and Heath, 2009).…”

Section: Introductionmentioning

confidence: 99%

The moderating effect of industry clockspeed on Lean Manufacturing implementation in Zimbabwe

Maware

Adetunji

2019

TQM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to analyze the moderating impact of industry clockspeed (IC) on the relationship between Lean Manufacturing (LM) practices and operational performance. A model for evaluating the impact of LM is developed and the moderating effect of IC is taken into consideration as a fundamental variable that affects the causal relationship between LM practices and operational performance. Design/methodology/approach A structural equation model was proposed and investigated across two groups based on IC level (Group 1: low IC and Group 2: high IC). A structured survey questionnaire was used to collect empirical data from 600 companies listed by the Confederation of Zimbabwean Industries. A total of 214 usable questionnaires were obtained giving a response rate of 35.6 percent. The data were analyzed using Smart PLS 3 and SPSS version 25. Findings The results revealed that LM practices directly and positively affected operational performance and IC had a positive moderation effect on the relationship between LM practices and operational performance. The results indicated that the structural equation model remained invariant across the groups. This showed that IC had a moderating effect on the relationship between LM practices and operational performance for both low IC and high IC industries. Originality/value The study analyzed the moderating effect of IC in Zimbabwean industries. The study will provide further evidence to managers on the impact of LM practices on operational performance in developing countries.

show abstract

“…On the other hand, lean manufacturing (LM) is a strategy for the design of productive systems based on the maximization of resources through the minimization of any quantity higher than the required for the production, in terms of effort, equipment, material, parts, space or time (Russell and Taylor, 2020). The implementation of the lean methodology requires, in turn, the integration of multiple practices, which can be categorized into eight groups, namely, strategic planning, quality, processes and tools, problem-solving, personnel, continuous improvement, integration of suppliers and focus on the clients (Santos Bento and Tontini, 2018). Between these, they stand out as follows: programming and planning of the production; value stream mapping (VSM): the flow of materials, transformations and information during the different stages of the process; identification of task times and bottlenecks in the processes; group technology: identify and group products based on standard requirements in processes or raw materials; cellular manufacturing: identify and group equipment required for the manufacture of families of products.…”

Section: Introductionmentioning

confidence: 99%

Integrated methodology for industrial facilities management and design based on FCA and lean manufacturing principles

Guillen

Gomez

Hernández

et al. 2020

View full text Add to dashboard Cite

Purpose The purpose of this paper is to provide a comprehensive methodology and a case study about the successful integration of FCA with continuous improvement tools for strategic decision-making processes. Reliable knowledge of the condition of tangible assets and their ability to fulfill their target activities over time are required for an assertive strategical decision process. Facility condition assessment (FCA) is a recognized methodology that allows the systematic evaluation of this performance. For those companies whose primary objective is the production of goods, decisions associated with improvements on the productive system or re-adaptation of existing assets may also require the implementation of alternative methodologies, with a direct impact on the indicators of the company and therefore on the FCA. Design/methodology/approach This study presents a methodology for the integration of FCA and lean manufacturing (LM) as a tool in strategic decision-making process that involves the integration of continuous improvement processes or significant changes in the production process, in which the condition of the installation impacts decisively the productivity of the system. Findings The results of the implementation on an insecticide and herbicide production plant indicate an increase of 33 per cent in the capacity of the formulation process and over 20 per cent reduction in the internal quality claims associated with the packaging system. Practical implications Those methodological stages are applicable to facilities in which the FCA shows the need for significant reconditioning of assets, the need to increase the efficiency and/or the production capacity. This methodology integrates elements of continuous improvement and redesign of production systems. Originality/value The original value of this paper is oriented to the capacity to integrate different FCA and LM tools through the company indicators of productivity key performance indicators and, in addition, of a comprehensive illustration based on a study case.

show abstract

Developing an instrument to measure lean manufacturing maturity and its relationship with operational performance

Cited by 42 publications

References 40 publications

Synergistic effect of lean practices on lead time reduction: mediating role of manufacturing flexibility

Synergistic effect of lean practices on lead time reduction: mediating role of manufacturing flexibility

The moderating effect of industry clockspeed on Lean Manufacturing implementation in Zimbabwe

Integrated methodology for industrial facilities management and design based on FCA and lean manufacturing principles

Contact Info

Product

Resources

About