Lean Six Sigma effect on Jordanian pharmaceutical industry’s performance

Alkunsol, William Hanna; Sharabati, Abdel‐Aziz Ahmad; Al-Salhi, Nidal A.; El-Tamimi, Hamza Sultan

doi:10.1108/ijlss-01-2017-0003

Cited by 52 publications

(53 citation statements)

References 37 publications

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“…We know our key suppliers and try to build deep connections with their managers and decision makers [51] SP10 Our key suppliers are loyal to our firm [51] FP9 The overall growth of our firm is better than that of competitors [79] FP10 The employee satisfaction level of our firm is better than that of competitors [21] [63] Amman and they are classified into 10 industrial sectors, namely therapeutics, plastic and rubber products, chemicals, engineering and electrical industries, furniture, construction, printing and paper, food and supply, garments, and mining. As recommended by [81], the sample size that is suitable for this population is 292.…”

Section: Sp5mentioning

confidence: 99%

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Integrating the SRM and Lean Paradigms: The Constructs and Measurements

Bwaliez¹,

Abushaikha²

2019

TEL

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Through integrating the supplier relationship management (SRM) and lean paradigms, this paper develops the concept of lean supplier relationship management (LSRM) and examines its relationship with firm performance (FP). The LSRM practices are identified and mapped into: supply flexibility, just-in-time delivery, information integration, and supplier partnership. The developed hypotheses are tested using a sample of 162 Jordanian manufacturing firms. Results show that LSRM practices are positively and significantly correlated with each other, and they have a positive and significant relationship with FP. This study contributes to literature by synthesizing SRM and lean constructs, and providing empirical evidence of the relationship between LSRM and FP. The study also contributes to literature through developing an assessment tool for determining the level of adoption of the LSRM practices. Moreover, the study provides a sense of where Jordanian manufacturing firms are today on their journey in the field of LSRM, and provides practical implications for manufacturing firms involved in SRM initiatives.

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Section: Sp5mentioning

confidence: 99%

“…Validity of the research instrument can be confirmed by ensuring both content and face validity [79]. To ensure content validity of the research instrument, Reliability includes internal consistency of the construct latent variables [9].…”

Section: Validity and Reliabilitymentioning

confidence: 99%

Integrating the SRM and Lean Paradigms: The Constructs and Measurements

Bwaliez¹,

Abushaikha²

2019

TEL

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“…Meanwhile, the lean supply chain constitutes an adaptation of lean manufacturing principles as applied to supply chain activities that create value for customers by eliminating waste (Anand & Kodali, 2008). Recent competition is no longer between companies, but within the supply chain (Alkunsol, Sharabati, Al Salhi & El-Tamimi, 2018). Hence, extending lean practice to the entire supply chain is important since a company's inability to vie with competitors depends exclusively on its internal organization (Jasti & Kurra, 2017).…”

Section: Lean Supply Chainmentioning

confidence: 99%

“…Discussion centering extensively on manufacturers featured in 63.3% of articles, while that of manufacturing-related lean practice under the cGMP was the most widely featured (Houborg, 2010;Chowdary & George, 2012;Pavlović & Božanić, 2010;Jaiganesh & Sudhahar, 2013;Khlat et al, 2014). The second topic of significant concern in manufacturing is that of lean practice combined with six sigma to become lean sigma (Ismail, Ghani, Ab Rahman, Deros & Haron, 2014;Elbermawy et al, 2014;Alkunsol et al, 2018). Meanwhile, 26.7% of articles were found to focus on the lean principle as a strategic approach for healthcare service providers.…”

Section: Supply Chain Areamentioning

confidence: 99%

Pharmaceutical supply chain transformation through application of the Lean principle: A literature review

Argiyantari¹,

Simatupang²,

Basri³

2020

JIEM

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Purpose: This study aims to review the previous literature on the topic contained in the title in order to identify gaps in the existing research relating to lean supply chain-related issues within the pharmaceutical industry since limited attention has been devoted to this sector. Design/methodology/approach: This study presents a systematic literature review that proposes an analysis and classification of the previous literature as falling within one of four categories, namely; the supply chain area, research approach, research objective, and lean supply chain elements.Findings: The results of this study indicate that most attention was focused on manufacturing, while upstream suppliers, downstream activities and the entire supply chain process have received comparatively scant consideration. Similarly, the issues of information technology management, supplier management, customer relations, and logistics management as well as practitioner involvement represent inadequately developed topics. Future research should address these omissions, in addition to the integration of quality compliance and digital innovation as they relate to pharma 4.0.Practical implications: This article serves as a guide to acquiring sufficient knowledge of the pharmaceutical supply chain prior to implementing lean supply chain management. Moreover, it is anticipated that the research it contains will contribute to eradicating the knowledge gap by expanding the existing limited body of literature on the adoption of lean approach in the PSC.Originality/value: This study is one of a limited number of literature analyses potentially helpful in developing a roadmap of lean principle application to the pharmaceutical supply chain

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“…The results of implementing experience approaches were reflected in the works of (Alexander, Anthony, & Rodgers, 2017;Alkunsol, Sharabati, AlSalhi, & El-Tamimi, 2016, Deamonita, Pujiyanto, & Rosyidi, 2017Nemati, Dave, Sias, & Perkins, 2019;Kȩsek, Bogacz, & Mirza, 2019;Mousavi Isfahani, Tourani, & Seyedin, 2017;Yadav, Mathiyazhagan, & Kumar, 2017;Salam, 2008;Sigrid Nordby, 2017;Messinger, Rogers, & Hawker, 2019) analysis of which highlights one common essential point: the success of the implementation of any approaches depends on strict compliance with the conditions, the assessment of the existence and implementation of which is not subject to formalization, it is subjective, meanwhile underperformance or non-performance of these conditions are inherently flawed as a quality management system project: 1) it should be initiated by top -management of a company;…”

Section: Purpose Of the Studymentioning

confidence: 99%