Extending lean management along the supply chain: impact on efficiency

Fuentes, José Moyano; Marín, Juan Manuel Maqueira; Martínez‐Jurado, Pedro José; Dı́az, Macarena Sacristán

doi:10.1108/jmtm-10-2019-0388

Cited by 46 publications

(94 citation statements)

References 99 publications

(164 reference statements)

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“…EQS software and the Robust Maximum Likelihood Method were used. Hypothesis testing using this technique has been widely used in the Supply Chain Management research field (Li et al, 2009;Acar et al, 2017;Maqueira et al, 2017;Rojo et al, 2018;Moyano-Fuentes et al, 2020) and theoretical models of comparable complexity use samples of similar size to the one used of this research (Maqueira et al, 2017;Rojo et al, 2018;Moyano-Fuentes et al, 2020).…”

Section: Data Analysis: Factorial Analysis and Structural Equation Modelmentioning

confidence: 99%

Total eclipse on business performance and mass personalization: how supply chain flexibility eclipses lean production direct effect

Marín

Novais

Bruque

2020

SCM

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Purpose This paper aims to analyze the mediating role of Supply Chain Flexibility on the interrelationships binding Lean Production implementation, Mass Personalization and business performance. Design/methodology/approach A random sample of 260 companies obtained from a population of 1,717 Spanish companies that occupy an intermediate position in the supply chain has been used to test the proposed hypothetical framework. Telephone surveys using a computerized system have been used to collect data, obtaining a response rate of 15.6 and a structural equation model has been designed to test the six proposed hypotheses. Findings Companies initially implement Lean Production to optimize Mass Personalization processes and improve business performance. However, in the presence of Supply Chain Flexibility, Lean Production implementation no longer has a direct impact on Mass Personalization and business performance, but it does have an indirect impact through the flexibility it achieves (shown as a total mediating path). Therefore, companies should implement Lean Production to achieve flexibility and thus optimize the Mass Personalization processes and obtain better performance. Originality/value Academics and business managers may have supporting evidence on the role played by the total mediating effect of Supply Chain Flexibility on the relationship between Lean Production, Mass Personalization and business performance. A better knowledge of these management resources and their relationship could affect the way researchers and practitioners approach them, becoming more aware of the important role of the supply chain in competitiveness.

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Section: Data Analysis: Factorial Analysis and Structural Equation Modelmentioning

confidence: 99%

Total eclipse on business performance and mass personalization: how supply chain flexibility eclipses lean production direct effect

Marín

Novais

Bruque

2020

SCM

View full text Add to dashboard Cite

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“…These technologies enable a smoother integration of Lean Production, Logistics and SC that allows a better business performance by focusing on waste in the entire value stream [76,[89][90][91]. Moreover, according to Chaopaisarn and Woschank [92] the adoption of advanced technologies in SCs contributes not only to waste elimination, but also to increase SCs' agility by allowing their members a quicker response to market changes and technologies through configurable SC cloud networks.…”

Section: Digitalization Of Supply Chains-sc40mentioning

confidence: 99%

“…Several authors [41,67] have argued that the digital connectedness and information development and sharing associated with digitalization may have contradictory impacts on triple bottom line sustainability. The digitalization of manufacturing and lean business processes together with deployment of smarter machines and devices may offer numerous advantages such as manufacturing productivity, resource efficiency, and waste reduction [76,[89][90][91]. Therefore, a SC can be considered as showing a sustainable behavior if sustainability concerns are identified at each level of the SC [20], the existence of a performance measurement system formed by economic, environmental and social indicators being very important to assess this kind of information [21].…”

Section: Conceptual Model Proposedmentioning

confidence: 99%

“…Waste reduction (E5) is an important KPI highlighted by several authors [89,90] to assess the performance reached by a SC in using advanced technologies to integrate Lean production, and Logistics. This is not in line with the results achieved by Nara et al [42] in which the authors could conclude that the plastic industrial sector from Brazil is more focused on the economic pillar.…”

Section: Conclusion and Future Researchmentioning

confidence: 99%

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Support of Advanced Technologies in Supply Chain Processes and Sustainability Impact

et al. 2021

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This paper aims to present a study of the type of advanced technologies used across manufacturing supply chains in supporting the main processes of the supply chain operations reference model (SCOR). It also intends to identify a set of sustainable performance indicators (environmental, economic, and social) suitable to evaluate a supply chain 4.0 (SC4.0). To attain this objective, based on the literature review, a conceptual model is proposed. The multiple case study is used with a cross-case comparison to identify the type of advanced technologies more commonly used in SC4.0, and the performance indicators more suitable for assessing a SC4.0 sustainability performance. A sample of ten case studies was considered with companies belonging to different manufacturing SCs, from different countries, and belonging to different echelons. Main findings revealed that the level of adoption of advanced technologies in the Supply Chain SCOR processes varies amongst the case studies. Some technologies are quite commonly used among the several SCOR processes and companies while others are seldom applied. Some indicators were also identified that are regarded as very or extremely suitable to evaluate the sustainability performance of a SC4.0. The main contribution of this research to the body of knowledge is the empirical insights on the SC4.0 field and on Supply Chain Sustainability performance measurement. The results provide guidelines for the selection of advanced technologies to support SC processes and for the design of sustainable SC4.0 performance measurement systems.

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“…It also standardises the firm's operations (Naveh et al 2004;Linderman 2008), improves efficiency and inventory turnover (Demeter and Matsuyz 2011), and overall operational and supply chain performance (Flynn and Flynn 2005;White et al 2010). Moreover, LMP improves the efficiency of the focal firm made by lean management at the internal and supply chain levels (Moyano-Fuentes et al 2020).…”

Section: Introductionmentioning

confidence: 99%

People Management Practices that Underpin Lean Management Outcomes

Agarwal

Bajada

Brown

et al. 2021

Glob J Flex Syst Manag

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While evidence exists for an association between people management practices (PMP), firm characteristics and lean manufacturing practices (LMP), there is limited research focusing on different sized firms. What is not understood is ( 1) what PMP bundles are chosen by different sized firms which adopt LMP, and (2) what firm characteristics play a role in explaining these choices. The empirical evidence is based on archival data sourced from the world management dataset comprising of 299 Australian and New Zealand manufacturing firms. Using path analysis and disaggregated data on a set of commonly adopted PMP, we test for six PMP, namely, instilling a talent mindset, promoting, rewarding, retaining and attracting high performance as well as removing poor performers; and identify PMP chosen by firms which have a lean manufacturing strategy (LMS) and that adopt LMP. We find that relatively smaller firms that adopt many LMP also chose removing poor performers and promoting high performers to complement their LMS. The education level of management in those same relatively smaller sized firms is found to be a key factor explaining this PMP bundle. Deeper inspection of the results reveals differences between smaller versus larger firms. The study contributes to lean and people management literature that helps identify bundles of PMP chosen by different sized enterprises to complement their lean manufacturing strategy and practices.

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Extending lean management along the supply chain: impact on efficiency

Cited by 46 publications

References 99 publications

Total eclipse on business performance and mass personalization: how supply chain flexibility eclipses lean production direct effect

Total eclipse on business performance and mass personalization: how supply chain flexibility eclipses lean production direct effect

Support of Advanced Technologies in Supply Chain Processes and Sustainability Impact

People Management Practices that Underpin Lean Management Outcomes

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