IT in lean-based manufacturing industries: systematic literature review and research issues

Pinho, Cláudia; Mendes, Luís

doi:10.1080/00207543.2017.1384585

Cited by 66 publications

(67 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Flexibility has been asserted to be an important performance measure with which to distinguish lean and agile production (Purvis et al, 2014) However, there is a deficiency in studies investigating flexibility amongst the lean-agile debate, as authors have tended to focus on each production concept in silos, which is evident amongst recent literature (Belekoukias et al, 2014;Reves et al, 2015;Godinho Filho et al, 2016;Johansson & Osterman, 2017;Pinho & Mendes, 2017;Tarafdar & Qrunfleh, 2017;Tortorella & Fettermann, 2017;Knol et al, 2018). With this in mind, this study explored the relationship between flexibility and lean and agile firms, using the automotive industry in the Midlands of the UK as our sample.…”

Section: Resultsmentioning

confidence: 99%

“…The majority of studies which have investigated lean and agile production have explored each of these production concepts in silos, which is a growing trend in the recent literature (Johansson & Osterman, 2017;Pinho & Mendes, 2017;Tarafdar & Qrunfleh, 2017;Tortorella & Fettermann, 2017;Knol et al, 2018). Given that a number of studies assert that flexibility is an essential factor for differentiating lean and agile production (Naylor et al, 1999;Narasimhan et al, 2006;Gunasekaran et al, 2008), there is an important need to explore both of these production concepts simultaneously, as opposed to in silos.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Lean versus agile production: flexibility trade-offs within the automotive supply chain

Qamar

Hall

Collinson

2018

International Journal of Production Research

View full text Add to dashboard Cite

Given the recent dynamics of the automotive industry in the UK, the ability for a firm to be flexible has often taken priority over other performance indicators. Using the notion of distinct business models and trade-offs as our theoretical lens, the purpose of this study was to: (1) Distinguish lean and agile firms based upon production methods; and (2) Compare lean and agile levels of external flexibility (EF) and supply chain flexibility (SCF). Data was obtained from 140 automotive firms in the Midlands (UK) via a survey which was sent by emails. Findings supported the theoretical notion of trade-offs, as firms implementing agile production methods were found to be more flexible in comparison with firms implementing lean production methods. More importantly, the agile firms that possessed high EF levels and SCF levels were predominantly positioned at the lower end of the automotive supply chain, whereas the lean firms were largely found to be operating at the top of the supply chain. First, we provide an innovative way in which lean and agile firms can be conceptualised. Second, as flexibility levels were assessed on actual numerical values, as opposed to using opinion based Likert Scale questions, a methodological contribution is made. Third, as flexibility is in its infancy stage of theoretical development we make an empirical contribution by developing a taxonomy that distinguishes each production concept. Finally, given the supply chain position to where lean and agile firms were found, we invoked a power perspective better understand this phenomenon.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Lean versus agile production: flexibility trade-offs within the automotive supply chain

Qamar

Hall

Collinson

2018

International Journal of Production Research

View full text Add to dashboard Cite

show abstract

“…The string is then used to interrogate electronic (bibliographic) databases of scientific publications. The key databases within the field of business and management (Hu et al 2015;Pinho and Mendes 2017) have been selected for this review: Web of Science, ScienceDirect, Scopus, EBSCO Business Source Premier and Emerald. Indeed, they are the databases most frequently used in recent papers dealing with systematic reviews in the field of 'lean production' The search string has then been syntactically adapted to query each of these databases.…”

Section: Systematic Review Of Leanness Measurement Methodsmentioning

confidence: 99%

Leanness measurement methods in manufacturing organisations: a systematic review

Cocca

Marciano

Alberti

et al. 2018

International Journal of Production Research

View full text Add to dashboard Cite

The interest of lean companies in tools to monitor and control their lean implementation process, i.e. their leanness level, is continuously increasing. A multitude of diverse approaches have been proposed in the literature for that purpose. In order to provide some guidance both to practitioners interested in selecting a tool and academics aiming at developing a new approach, a systematic review of the methods to measure leanness in manufacturing organisations is carried out. Thirty-one methods are identified and critically analysed based on a set of comparative dimensions. The main strengths and weaknesses of each approach are highlighted. In particular, this paper's results show that only less than a third of the methods are able to assess leanness in a complete way, taking into consideration both the degree of lean practices adoption and the performance outcomes resulting from implementation. In order to contribute to the reinforcement of a unifying view of the leanness concept, a new leanness definition is developed. Some further gaps in the literature are pointed out, providing directions for future research.

show abstract

“…Some studies suggest that lean manufacturing is a mediator of their relationship [39,40], while other suggests that Industry 4.0 is a moderator [41]. Others investigate their supportive effects without hypothesizing which of the two is the moderator [42,43], and even other studies emphasized the interaction between them in many contexts, depending on industry and company size [44].…”

Section: Lean Manufacturing In the Shipbuilding Sectormentioning

confidence: 99%

Trends of Digital Transformation in the Shipbuilding Sector

Sánchez-Sotano¹,

Cerezo-Narváez²,

Abad-Fraga³

et al. 2020

New Trends in the Use of Artificial Intelligence for the Industry 4.0

View full text Add to dashboard Cite

The new paradigms of Industry 4.0 force all the industrial sectors to face a deep digital transformation in order to be on the edge in a competitive and globalized scenario. Following this trend, the shipbuilding industry has to establish its own path to adapt itself to the digital era. This chapter aims to explore this challenge and give an outlook on the multiple transformative technologies that are involved. For that reason, a case of study is presented as a starting point, in which the digital technologies that can be applied are easily recognized. A social network analysis (SNA) is developed among these key enabling technologies (KETs), in order to stress their correlations and links. As a result, artificial intelligence (AI) can be highlighted as a support to the other technologies, such as vertical integration of naval production systems (e.g., connectivity, Internet of things, collaborative robotics, etc.), horizontal integration of value networks (e.g., cybersecurity, diversification, etc.), and life cycle reengineering (e.g., drones, 3D printing (3DP), virtual and augmented reality, remote sensing networks, robotics, etc.).

show abstract

IT in lean-based manufacturing industries: systematic literature review and research issues

Cited by 66 publications

References 61 publications

Lean versus agile production: flexibility trade-offs within the automotive supply chain

Lean versus agile production: flexibility trade-offs within the automotive supply chain

Leanness measurement methods in manufacturing organisations: a systematic review

Trends of Digital Transformation in the Shipbuilding Sector

Contact Info

Product

Resources

About