Off the rails: understanding the derailment of a lean manufacturing initiative

Turesky, Elizabeth F; Connell, Patrick

doi:10.1057/omj.2010.14

Cited by 56 publications

(76 citation statements)

References 44 publications

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“…This study developed a lean action plan by adopting the Womach and Jones Specifically, evidence on lean implementations have reported failures in managing the lean process due to factors such as: lack of leadership to lean (Achanga et al, 2006;Cudney and Elrod, 2011;Kubiak, 2011;Sarkar, 2011;Seddon and Caulkin, 2007), resistance to change from middle managers and failure to cultivate a lean business culture (Bamber and Dale, 2000;Carter et al, 2011;Chen and Meng, 2010;Emiliani, 2011), and lack of tools to customize the action plan to the specific needs of the adopting company (Cox and Chicksand, 2005;Turesky and Connell, 2010;Kerber and Dreckshage, 2011;Zokaei and Simons, 2006). AlphaTea attempted to follow the action plan that Womack and Jones (2003) proposed.…”

Section: Discussionmentioning

confidence: 99%

Applying lean thinking in the food supply chains: a case study

Vlachos

2015

Production Planning & Control

103

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The purpose of the study is to examine the adoption and implementation of lean thinking in food supply chains. Since the majority of food companies are small and medium food enterprises (SMEs), a lean action plan was developed taking into account the particularities of SMEs. The methodology used was a case study research of a UK tea company. An action research approach was adopted to study the lean process and diagnose the problems which occurred during lean implementation. The present study developed a lean action plan

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Section: Discussionmentioning

confidence: 99%

Applying lean thinking in the food supply chains: a case study

Vlachos

2015

Production Planning & Control

103

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“…If an organization enforces a uniform level of achievement for complex practices throughout its subsidiaries, it may not be able to accommodate subsidiary differences in terms of their ble adaptations in certain subsidiaries unable to handle higher complexity levels due to capability or knowledge deficits (Kostova & Roth, 2002). The difficulties arising from implementing practices full blown, especially in small companies, is well documented and a been suggested (Henricks, 1992;; Turesky & Connell, 2010). …”

Section: A Model Of Managing Practice Adaptationmentioning

confidence: 99%

How are Practices Made to Vary? Managing Practice Adaptation in a Multinational Corporation

Ansari

Reinecke

Spaan³

2014

Organization Studies

126

164

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Abstractthe specific context into which they are adopted. Less attention has been paid to how organizations anticipate and purposefully influence the adaptation process. How do organizations manage the tension between allowing local adaptation of a management practice and retaining control over the practice? By studying the adaptation of a specialized quality management practice ACE (Achieving Competitive Excellence) in a multinational corporation in the aerospace industry, we examine how the organization manages the adaptation process at the corporate and subsidiary levels. We identified three strategies through which an organization balances the tension between standardization and variation preserving the he subsidiary level;; 1) creating and certifying progressive achievement levels;; 2) setting discretionary and mandatory adaptation parameters;; and 3) differentially adapting to context -specific and systemic misfits. While previous studies have shown how and why practices vary as they diffuse, we show how practices may diffuse because they are engineered to vary for allowing a better fit with diverse contextual specificities.

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“…Effective communication [54], [17], [55] is important for monitoring the supply chain's performance. ICT can facilitate this process.…”

Section: Key Success Factorsmentioning

confidence: 99%

Embending Sustainability Dynamics in the Lean Construction Supply Chain Management

Sertyeşilışık

2016

YBL Journal of Built Environment

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The world's habitat is being deteriorated despite of the precautions taken. Construction industry is among the industries which highly effect the environment adversely not only through its outputs but also through the construction process and its inputs. The main focus in dealing with the reduction of its footprint has been on sustainable building certificates which mainly analyse the output of the construction activies. There is need to analyse the construction supply chain as a whole and to embed sustainability dynamics in construction supply chain management. Lean construction project management contributes to the reduction of the environmental footprint of the construction industry, enabling reduction in waste, and increasing value added activities. For this reason, based on an in depth literature review, this paper analyses and establishes the principles of the integration of the sustainability dynamics into lean construction supply chain management.

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Off the rails: understanding the derailment of a lean manufacturing initiative

Cited by 56 publications

References 44 publications

Applying lean thinking in the food supply chains: a case study

Applying lean thinking in the food supply chains: a case study

How are Practices Made to Vary? Managing Practice Adaptation in a Multinational Corporation

Embending Sustainability Dynamics in the Lean Construction Supply Chain Management

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