How much does Lean Manufacturing need environmental and information technologies?

Sartal, António; Llach, Josep; Vázquez, Xosé H.; Vila, Rodolfo de Castro

doi:10.1016/j.jmsy.2017.10.005

Cited by 66 publications

(59 citation statements)

References 70 publications

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“…In their study, they tested hypotheses in a multi-sectoral sample of 763 factories among 5 European countries. They found that Lean Manufacturing practices triggered IT&ET implementation because of competitive requirements and technology-enabled capabilities [12]. In this research authors focusing on constraints on the use of the Web to foster leanness are discussed and recommendations for integrating the Internet into production systems offered.…”

Section: Figure 3: Number Of Publications Per Countrymentioning

confidence: 99%

Lean manufacturing: Trends and implementation issues

Duraković

Demir²,

Abat³

et al. 2018

PEN

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Many manufacturing cost reduction initiatives have been introduced over past three decades including lean manufacturing. Waste reduction and efficiency improvement are the main objectives of this initiative. It is developed from a set of tools and techniques and can fit nicely in cost focus or cost leadership competitive advantage strategies. But, keeping competitive advantage under the market circumstances are getting harder with growth of production quantity and product diversity. Therefore, paper's focus is lean manufacturing implementation trends and issues within the various manufacturing sector. Successes and failures of implementation of lean manufacturing in some industries are discussed. It was found that lean principles are good source of competitive advantage, it is applicable for many industries and its expansion and discussion are significantly progressing. The biggest threat in implementing lean is lack of understanding the concept but those who engage consultants were more successful.

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Section: Figure 3: Number Of Publications Per Countrymentioning

confidence: 99%

Lean manufacturing: Trends and implementation issues

Duraković

Demir²,

Abat³

et al. 2018

PEN

View full text Add to dashboard Cite

show abstract

“…To measure value creation, we asked about the use of nine voluntary practices that go beyond end-of-pipe practices and really allow for the creation and delivery of environmental value, helping to generate environmental value for a transition toward a low-carbon economy: (i) energy and environmental audits, (ii) life cycle analysis, (iii) ecological design, (iv) eco-labeling, (v) best available techniques, (vi) valorization of sub-products and waste, (vii) use of waste to generate power, (viii) cogeneration and trigeneration and, finally, (ix) use of renewable energies [120]. We then built a continuous variable with values from 0 to 9 indicating the number of practices used by each firm.…”

Section: Methodsmentioning

confidence: 99%

The Role of SMEs’ Green Business Models in the Transition to a Low-Carbon Economy: Differences in Their Design and Degree of Adoption Stemming from Business Size

2018

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Abstract:The purpose of this paper is to analyze how SMEs define the components of their business models (value proposition, creation and capture) from the point of view of decarbonization. We analyze SMEs as a group, and study whether their size affects this process and, in both cases, we examine evolution over time. We use a database comprising 1161 observations of SMEs, 466 in 2014, and 695 in 2016. The results show that SMEs' value propositions give an intermediate valuation to both legally required and voluntary reduction of environmental impact, irrespective of SME size and the year analyzed. Regarding value creation, SMEs adopt practically no environmental practices, and there are significant differences according to size, with more difficulties than advantages stemming from small size. The study also shows that such environmental practices are not effective in reducing carbon. This diagnosis indicates that SMEs need help from the administration if they are to play a key role in the process of transformation toward a low-carbon economy. Legislative actions involving harsher environmental protection measures might help shape value propositions that place greater importance on reducing environmental impact, whereas training actions on available environmental techniques, promotion of research on how to adapt such techniques to SMEs and the development of specific practices for SMEs might enhance environmental value creation and capture in their BMs.

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“…Due to this, LM techniques allow ensuring an adequate flow of materials and quality assurance, which enhance the company's brand reputation and increase revenues [49], and, nowadays, a large number of LM tools used in the Production Process have been reported as predecessors of high performance in Hartini and Ciptomulyono [50]. Given this, the following hypothesis is proposed:…”

Section: Hypothesis 4 (H 4 )mentioning

confidence: 99%

Impact of Infrastructure and Production Processes on Rioja Wine Supply Chain Performance

et al. 2018

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This paper presents a structural equation model for analyzing the relationship between four latent variables: infrastructure, production processes, transport benefits, and economic benefits within the supply chain for wine from La Rioja, Spain, by incorporating 12 observed variables. The model proposes six hypothesis that were tested using information gathered from 64 surveys completed by managers of several wineries in the region. The WarpPLS v.5 ® software (Version 5.0, Script Warp Systems, Laredo, TX, USA) was used to execute the model and analyze the direct, indirect, and total effects among latent variables. The results show that the control of production processes is a direct source of economic and transport benefits because of its higher explanatory power of those variables. Similarly, infrastructure is a direct source of transport and production benefits, and some of them are given indirectly. In addition, infrastructure does not have a direct effect on economic benefits; however, there were indirect effects given through production process and transport benefits. Infrastructure is a very important variable because of its influence in the final performance, but also because of its high environmental impact. Finally, economic benefits were explained in 43.8%, 19.1% belonging to production process, 21.1% coming from transport benefits, and 3.7% from infrastructure.

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How much does Lean Manufacturing need environmental and information technologies?

Cited by 66 publications

References 70 publications

Lean manufacturing: Trends and implementation issues

Lean manufacturing: Trends and implementation issues

The Role of SMEs’ Green Business Models in the Transition to a Low-Carbon Economy: Differences in Their Design and Degree of Adoption Stemming from Business Size

Impact of Infrastructure and Production Processes on Rioja Wine Supply Chain Performance

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