JIT Manufacturing: A Survey of Implementations in Small and Large U.S. Manufacturers

White, Richard E.; Pearson, Jennifer; Wilson, Jeffrey R.

doi:10.1287/mnsc.45.1.1

Cited by 336 publications

(301 citation statements)

References 19 publications

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“…In more detail, a number of factors including the lack of financial resources and strong leadership as well as the nature of the relationship with customers and suppliers hinder the lean journey of SMEs (Rose et al, 2011;Saad et al, 2006;Achanga et al, 2005). Similarly, the results of the researches conducted by White et al (1999) and Golicic and Medland (2007) accentuated the enormous difficulties that implementing and sustaining LM imposes to SMEs.…”

Section: Lean Manufacturing In Small and Medium Size Enterprises (Smes)mentioning

confidence: 99%

Lean readiness – the case of the European pharmaceutical manufacturing industry

Garza‐Reyes

Betsis

Kumar

et al. 2018

IJPPM

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Purpose The purpose of this paper is to assess the quality practices of European pharmaceutical manufacturers to determine the level of readiness of this industrial sector to implement and/or sustain lean manufacturing (LM). Design/methodology/approach An assessment framework developed by Al-Najem et al. (2013) was adapted to evaluate how ready European pharmaceutical manufacturers are to implement and/or sustain LM. Therefore, the lean readiness (LR) level of these organisations was assessed through six quality practices related to LM. These included: processes, planning and control, human resources, top management and leadership, customer relations, and supplier relations. One research question and three hypotheses were formulated and tested using a combination of descriptive statistics and non-parametric Mann-Whitney tests. Data were collected through a survey questionnaire distributed to 310 European pharmaceutical manufacturers and responded by 37 of these organisations. Findings Overall, the results of this study indicate an inadequate level of LR for the participating firms. Simultaneously, it was concluded that factors such as company size, type of relationships with suppliers and ISO 9000 certification do not have an effect on the quality practices, and hence LR level, of European pharmaceutical manufacturing organisations. Practical implications This study provides crucial information regarding the LR level of European pharmaceutical manufacturers, which can now be aware of the areas in their practices that require further improvement towards a successful lean journey. Simultaneously, organisations in the pharmaceutical sector that intend to implement LM can consider the results of this study and evaluate their readiness level. Managers can, therefore, refer to this research and use it as a platform to take better decisions regarding what quality aspects of their operations need to be enhanced to successfully deploy or sustain a lean strategy. Originality/value This research is one of the very few studies that have focussed on evaluating whether the European pharmaceutical manufacturing industry is ready to successfully implement or sustain LM. Therefore, this research expands the limited existent body of knowledge of LM in this industry.

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Section: Lean Manufacturing In Small and Medium Size Enterprises (Smes)mentioning

confidence: 99%

Lean readiness – the case of the European pharmaceutical manufacturing industry

Garza‐Reyes

Betsis

Kumar

et al. 2018

IJPPM

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“…This perhaps will assist SMEs to use it as a guide for LM implementation and will also overcome difficulty factors in LM implementation, such as lack of understanding and wrong methodology [19]. Various studies have been carried out on LM practices, such as based on lean bundles, company sizes, operation performance, infrastructure and location, but none of them discussed on feasible practices [20], [21], [7], [22], [17], [23]. The study of LM in Malaysia is still limited [24] and it is an excellent opportunity for researchers to explore on how LM can be implemented here.…”

Section: Literature Reviewmentioning

confidence: 99%

Similarities of lean manufacturing approaches implementation in SMEs towards the success: Case study in the automotive component industry

et al. 2016

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Abstract; Nowadays, manufacturing companies are striving for a better system like lean manufacturing (LM). The primary objective of LM is to identify and eliminate wastes. LM can be applied successfully in all industries providing a full understanding of lean ingredients i.e. concept, principles, and practices. There are a lot of practices which are necessary to be implemented in order to gain full benefits of LM. However, small and medium enterprises (SMEs) are lack of knowledge in LM and facing difficulties to adopt all of the LM principles. Therefore, it is necessary to the researchers to come out with a simple guideline for LM implementation. The objective of this paper is to explore the journey of LM implementation including preliminary, in process and post of LM. This research was conducted through multi-case study research. There were four SMEs and two large companies. The gathered information shows that the preliminary stage of LM implementation is similar to each other including large companies. The result shows SMEs still have a potential to success in LM. This finding might give an opportunity to SMEs to prepare the basis for LM implementation effectively. As a result, SMEs able compete in the competitive global marketplace and strive for world class performance through implementation of LM.

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“…Moreover, CI enables companies to continuously meet internal and external customer requirements in an effective and efficient manner (Al-Zu'bi & Tsinopoulos, 2012a;Al-Zu'bi et al, 2015b Refers to the ability of the plant to balance capacity throughout different processes to ensure smooth flow, bottleneck removal, work-in-process inventory avoidance, and adherence to daily schedules Sakakibara et al, 1997;Abdallah & Phan, 2007). White et al (1999) argued that successful synchronization of operations in a lean environment requires reducing the complexities of production processes and physical constraints, simplifying organizational structure, and reducing the number of processes if necessary. Research on lean system pointed to some techniques that enhances synchronization of operations such as small lot size, usage of flexible small machines, meeting daily schedules, and internal coordination and information sharing Matsui, 2004).…”

Section: Continuous Improvementmentioning

confidence: 99%

Examining the Impact of Lean Practices on Flexibility Performance: The Moderating Effect of Environmental Dynamism

Al‐Zu'bi¹

2015

EMR

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This paper examined the effects of four core and internal lean practices on flexibility performance in Jordanian manufacturing companies. Lean practices included setup time reduction, continuous improvement, synchronization of operations, and pull system. A survey questionnaire was used to collect data from 157 manufacturing companies from different industry types. Hierarchical regression analysis showed that lean production posively and significantly affected flexibility performance. All lean practices proved to be positively and significantly related to flexibility performance. The most contributing lean practice was synchronization of operations followed by pull system and continuous improvement. The moderating effect of environmental dynamism was also examined. The results of the interaction terms showed that environmental dynamism positively and significantly moderated the relationship between synchronization of operations and flexibility performance. The findings of this study highlighted the important role of synchronization of operations, a widely neglected lean practice in the literature, in improving flexibility performance. Additionally, we contributed to the controversial issue in the literature concerning the impact of lean production on performance in a dynamic environment.

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JIT Manufacturing: A Survey of Implementations in Small and Large U.S. Manufacturers

Cited by 336 publications

References 19 publications

Lean readiness – the case of the European pharmaceutical manufacturing industry

Lean readiness – the case of the European pharmaceutical manufacturing industry

Similarities of lean manufacturing approaches implementation in SMEs towards the success: Case study in the automotive component industry

Examining the Impact of Lean Practices on Flexibility Performance: The Moderating Effect of Environmental Dynamism

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