The role of infrastructure practices in the effectiveness of JIT practices: implications for plant competitiveness

Ahmad, Sohel; Schroeder, Roger G.; Sinha, Krishnendu

doi:10.1016/s0923-4748(03)00017-1

Cited by 113 publications

(105 citation statements)

References 52 publications

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“…The discussed practices are influencing the key performance metrics of production time, cost, quality, and flexibility as mentioned by several authors (Ahmad et al 2003, Groenevelt 1993, Primrose 1992. These competitive factors can be measured by different manufacturing performance criteria such as unit cost of manufacturing, quality of product conformance, on-time delivery performance, or flexibility to change product mix (Ahmad et al 2003).…”

Section: Development Of a Three Layer Kanban Modelmentioning

confidence: 99%

“…These competitive factors can be measured by different manufacturing performance criteria such as unit cost of manufacturing, quality of product conformance, on-time delivery performance, or flexibility to change product mix (Ahmad et al 2003). The Toyota Production System is aiming and impacting these metrics and therefore the inner heart of production, which is the "competitive weapon" of manufacturing companies (Skinner, 1985 and1969).…”

Section: Development Of a Three Layer Kanban Modelmentioning

confidence: 99%

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Empowering Kanban through TPS-principles – an empirical analysis of the Toyota Production System

Thun

Drüke

Grübner

2010

International Journal of Production Research

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Section: Development Of a Three Layer Kanban Modelmentioning

confidence: 99%

Section: Development Of a Three Layer Kanban Modelmentioning

confidence: 99%

Empowering Kanban through TPS-principles – an empirical analysis of the Toyota Production System

Thun

Drüke

Grübner

2010

International Journal of Production Research

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“…However, the vast majority of the empirical work does not focus on the transition process itself, especially not from workers' perspective. Researchers have instead enriched "general" knowledge in this topic, including the use of 4 human resource practices in a lean environment (Forza, 1996;Macduffie, 1995), the performance effects of human resources management practices in advanced production settings (Ahmad et al, 2003;Birdi et al, 2008; Patterson et al, 2003), and studies of issues such as critical success factors in kaizen (Farris et al, 2009) or in cellular manufacturing (Hyer et al, 1999).…”

mentioning

confidence: 99%

Factors influencing employee perceptions in lean transformations

Losonci

Demeter

Jenei

2011

International Journal of Production Economics

169

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The purpose of the study was to investigate employee perceptions during a lean transformation 1 . The combination of case study and survey methodologies was used to define elements influencing the perceived lean success of shop floor employees. According to our findings, belief, commitment, work method and communication all have a considerable direct impact on workers' perceptions of lean success. However, their effects are very different based on the scope and focus of changes that is influenced by process characteristics. Perceptions regarding successful lean transformation during a moderate reorganisation of the company's welding plant, where mainly males work, are affected only by commitment and work method, whereas the deep reorganisation of the sewing plant (populated by female employees) is only influenced by belief and communication.Keywords: lean transformation; worker perceptions; gender; work environment 1 The contribution of the authors is 60%/35%/5%, respectively. 3 1.Introduction The fierce competition in the automotive industry forces companies at all levels of the supply chain to seek more effective operations. Recent decades have proven with certainty that the best "path" to pursue is Toyota's lean strategy. Lean production, first described in detail by Womack, Jones and Roos (1990) in their revolutionary book, "The Machine that Changed the World", has its roots in the Toyota Production System (TPS) (Ohno, 1988). Today, lean manufacturing is a complex system that extends throughout a company and beyond its borders (Hines et al., 2004;Matsui, 2007; Warnecke and Hüser, 1995;Womack and Jones, 2003). Lean production is standard in the global automotive industry and is gaining ground in other manufacturing sectors (Abdulmalek and Rajgopal, 2007;Panizzolo, 1998) and even service industries (Womack and Jones, 2003).Achieving lean production is a long and practically constant process during which the participants must continuously manage (Karlsson and Ahlström, 1996) and undergo changes. Its implementation is accompanied by radical changes from the beginning. These changes have a remarkable impact on performance (e.g., lead time, quality) and also substantially affect stakeholders (e.g., managers, workers) (Womack et al., 1990). Assessments of the success of change processes (i.e., lean implementation) are usually restricted to measuring operational and financial performance. What employees actually perceive, think and feel about lean implementation, the human aspect, has received less attention.In this paper, we explore 'soft' building blocks (e.g., commitment, belief) of successful lean implementation on the shop floor level. To determine how things happen in real company settings and to provide a genuine explanation of contingency factors, decisions and behaviors, we used a combined methodology including a case study and a survey at a Hungarian-owned automotive parts supplier. Our objective is to determine which factors make workers feel that lean transformation was successful in order to r...

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“…De la misma manera, la presencia o ausencia de estas variables contextuales podrían afectar materialmente la influencia de EM o GT en resultados del RO (Im and Lee, 1989;Primrose, 1992;Groenevelt, 1993;Boyer et al, 1997, Cagliano andSpina, 2000;Ahmad et al, 2003. Machuca et al 2011, examinaron las influencias de EM y GT en RO en el sector auto proveedor.…”

Section: H2 La Implementación De Gt Es Asociada Positivamente Con Rounclassified

Contexto industrial en competitividad: estrategia de manufactura y tecnología en producción

Jiménez¹,

Arana

Alfalla

et al. 2018

Econ. y Admin.

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RESUMENLas fábricas tienen que implementar programas de operaciones, con el fin de no sólo mejorar la competitividad, sino también de mantener una mejora continua que les permita enfrentar los desafíos por los cambios constantes del contexto industrial. Entre dichos programas, la gestión de tecnología (GT) y la estrategia de manufactura (EM) podrían ser un factor de importancia para mejorar la competitividad. El propósito de este estudio es verificar empíricamente la relación entre ambos programas en las industrias de maquinaria y electrónica, tomando en cuenta algunas variables contextuales. Para evaluar las hipótesis establecidas, usamos la base de datos del proyecto internacional de Manufactura de Alto Rendimiento (por sus siglas en inglés, HPM) y análisis de regresión jerárquico. Los hallazgos muestran que para ambos sectores la incorporación de GT mejoró la competitividad. Sin embargo, solo una de las variables contextuales, capacidad productiva de la fábrica, tiene una relación consistente con la competitividad en el sector de electrónica. RESUMENLas fábricas tienen que implementar programas de operaciones, con el fin de no sólo mejorar la competitividad, sino también de mantener una mejora continua que les permita enfrentar los desafíos por los cambios constantes del contexto industrial. Entre dichos programas, la gestión de tecnología (GT) y la estrategia de manufactura (EM) podrían ser un factor de importancia para mejorar la competitividad. El propósito de este estudio es verificar empíricamente la relación entre ambos programas en las industrias de maquinaria y electrónica, tomando en cuenta algunas variables contextuales. Para evaluar las hipótesis establecidas, usamos la base de datos del proyecto internacional de Manufactura de Alto Rendimiento (por sus siglas en inglés, HPM) y análisis de regresión jerárquico. Los hallazgos muestran que para ambos sectores la incorporación de GT mejoró la competitividad. Sin embargo, solo una de las variables contextuales, capacidad productiva de la fábrica, tiene una relación consistente con la competitividad en el sector de electrónica.

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The role of infrastructure practices in the effectiveness of JIT practices: implications for plant competitiveness

Cited by 113 publications

References 52 publications

Empowering Kanban through TPS-principles – an empirical analysis of the Toyota Production System

Empowering Kanban through TPS-principles – an empirical analysis of the Toyota Production System

Factors influencing employee perceptions in lean transformations

Contexto industrial en competitividad: estrategia de manufactura y tecnología en producción

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