Lean thinking with improvement teams in retail distribution: a case study

Jaca, Carmen; Santos, Javier; Errasti, Ander; Viles, Elisabeth

doi:10.1080/14783363.2011.593907

Cited by 47 publications

(37 citation statements)

References 35 publications

(46 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…VM provides significant benefits in communication and standardisation which improves the effectiveness of improvement systems (Osada 1991;Shinbun 1995). Communicating results in improvement systems, usually with the support of visual tools, is a key factor in sustaining improvement systems (Bateman and Rich 2003;Beer 2003;Jaca et al 2012). Kaizen storyboards, diagrams and other visual aids are also common elements that encourage participation in continuous improvement systems and accelerate the improvement process (Anand 1996;Brunet and New 2003;Gapp, Fisher, and Kobayashi 2008;Suarez-Barraza, Smith, and Dahlgaard-Park 2009).…”

Section: Introductionmentioning

confidence: 97%

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Jaca

Viles

Jurburg

et al. 2013

International Journal of Production Research

Self Cite

View full text Add to dashboard Cite

One of the most important enablers of continuous improvement sustainability is ease of communication, and doing so in a way that can be understood by all employees and allows information to flow rapidly throughout the company. Visual Management (VM) provides significant benefits in communication and standardisation which boosts the effectiveness of improvement systems. This article presents an in-depth literature review about the concept of VM and its benefits, and provides results from an exploratory study carried out in the Basque Country that aims to ascertain the usage of VM in 52 companies. Based on a literature review, 20 different VM elements were identified for improving the workplace. The implementation of these elements was studied, as was the relationship of VM with employee participation systems. The results of this study show a general moderate implementation of VM tools in companies with implementation levels differing according to company size. Some of the lowest scores are detected in the areas of visual control of quality, the displaying of indicators and process visibility. Moreover, statistical differences were identified between the implementation of suggestion systems and improvement teams and the implementation level of VM tools.

show abstract

Section: Introductionmentioning

confidence: 97%

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Jaca

Viles

Jurburg

et al. 2013

International Journal of Production Research

Self Cite

View full text Add to dashboard Cite

show abstract

“…Various studies have investigated the effect of Lean production on performance (Swank 2003;Shah & Ward 2003;Brandao de Souza 2009;Demeter & Matyusz 2011;Yang Hong & Modi 2011;Jaca et al 2012). Many practitioners and researchers claim that Lean contributes to significant cost reduction, more productive workforce, shorter lead times and better quality (Krafcik 1988;MacDuffie 1995;Holweg 2007;Shah and Ward 2007).…”

Section: Lean Effect On Performancementioning

confidence: 99%

Warehouse Waste Reduction Level and Its Impact on Warehouse and Business Performance

Tahboub

Salhieh

2019

ISER

View full text Add to dashboard Cite

Warehouses considered as having a strategic role in supporting the overall competitiveness of the supply chain through achieving improved efficiency. Accordingly, lean thinking have recently found its way in the warehouse operations. The aim of this paper is to propose and test a model to assess the level of waste reduction practices and its impact on warehouse and business performance, and to encourage scholars to develop models to assess lean thinking and waste reduction in warehouse operations. A Delphi technique used in order to develop related questionnaires to measure the degree of waste reduction in the different warehouse activities. The results suggested the existence of a positive relationship between waste reduction activities and business performance and warehouse operational performance. Finally, this paper provides practical implications for warehouse and supply chains managers and directions for future researchers in this field.

show abstract

“…Various studies have investigated the effect of lean production on performance (Swank 2003;Shah and Ward, 2007;Jaca et al 2012). Lean contributes to significant cost reduction, staff productivity, and achieving higher quality (Holweg, 2007;Krafcik, 1988;Shah and Ward, 2007).…”

Section: Lean Warehouse Operational Performance and Businesses Perfmentioning

confidence: 99%

Improving distribution and business performance through lean warehousing

Abushaikha

Salhieh

Towers

2018

IJRDM

View full text Add to dashboard Cite

Purpose Recent literature recognizes the role of warehouses in enhancing the overall logistics performance. Thus, lean thinking has recently found its way in supporting warehouse and distribution centre operations. The purpose of this paper is to examine the relationships among warehouse waste reduction practices, warehouse operational performance, distribution performance and business performance. Design/methodology/approach A two-stage study was conducted. First, a Delphi technique was adopted to develop a relevant questionnaire. Second, this questionnaire was used to measure the degree of waste reduction in the different warehouse activities and to test the developed research hypotheses. The authors test the hypotheses with a sample of Middle Eastern warehouse operators. Findings There exists a positive relationship between warehouse waste reduction level and both warehouse operational performance and distribution performance. There was no direct relationship between warehouse waste reduction level and business performance. However, results revealed that the relationship between warehouse waste reduction level and business performance was mediated by warehouse operational performance and distribution performance. Practical implications The developed instrument provides a guide for logistics managers as to understand how to reduce waste in each warehousing activity. The results also inform logistics managers of how distribution performance can be improved through lean warehousing. The resulting performance improvements in the distribution operations will ultimately be reflected in the logistics performance of downstream retailers. Originality/value The study develops an original instrument for measuring waste reduction in warehouses, and provides insights into the evolving lean warehousing research area. This is the first scholarly work to uncover the relationships among warehouse waste reduction practices, warehouse operational performance, distribution performance and business performance.

show abstract

Lean thinking with improvement teams in retail distribution: a case study

Cited by 47 publications

References 35 publications

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Warehouse Waste Reduction Level and Its Impact on Warehouse and Business Performance

Improving distribution and business performance through lean warehousing

Contact Info

Product

Resources

About