Towards a theory for lean implementation in supply networks

Abstract

This paper aims to investigate the supply network (SN) characteristics affecting the extension of lean programmes to SN and the interactions between lean practices and these characteristics to understand how to create more favorable conditions for lean extension programmes. A multiple case study methodology is implemented to analyze different lean programmes in SNs and different contextual conditions in which they are implemented. Three different SNs have been analyzed to provide insights on the whole value stream of the Andalusian aeronautics SN. This study finds that there is a recursive influence between SN characteristics and lean practices, and explains how this interaction takes place. The choice of lean practices to adopt, their aim and implementation mode are influenced by the state of SN characteristics companies face at the beginning of the programme and the SN distance (i.e. number of SN echelons) between lean knowledge owners and recipients. This study explains also how lean practices can modify the state of SN characteristics and suggests managers a sequence of phases and sets of actions to use depending on the initial state of SN characteristics

Lean Philosophy: A step towards improving the management of hotel supply chain

“…Furthermore, (61.4) of the respondents showed that LSCM would reduce the wastes in their corresponding firms. These findings align with the literature (Bortolotti et al, 2016;Tortorella et al, 2017). Other benefits are displayed in Figure (8).…”

“…Accordingly, there are four major key practices for expanding lean programs to supply chains. These practices are: Engage suppliers, transfer leanknowledge, lean program commitment, and lean program alignment (Bortolotti et al, 2016). To implement lean techniques across the supply chain, communications beyond the company must reach to the outside actors.…”

“…Despite the heterogeneous nature of the industry as a whole, the large variations in the quality of raw materials, which are largely unpredictable, as well as the volatile requirements of customers, make the hotel sector very unique. The sensitivity of the hotel activities to political and economic conditions and the impact of seasonality on hotel activities require effective strategies to meet the times of low demand to balance the risk of waste and reduced the quality of the product with the risk of stock-outs and unsatisfied customers (Bortolotti et al, 2016). Another notable barrier to lean implementation is that hotel industry in Egypt has put a lot of emphasis on various quality certifications and related scientific management systems.…”

A Systematic Literature Review on Recent Lean Research: State‐of‐the‐art and Future Directions

“…Further manufacturing environments investigated are aerospace (Bortolotti et al . ; Browning and Sanders ; Crute et al . ; Martínez‐Jurado and Moyano‐Fuentes ), construction (Eriksson ), semi/processing industries (e.g.…”

Sustainable CSR in Global Supply Chains

“…Instilling principles of lean and quality thinking, rather than just tools and methods, is essential to effective transference (Spear & Bowen, 1999). Since much of the soft technology is implicit, rather than explicit, collaborative efforts with close contact and working relationships fosters the transfer of CSR consciousness and principles the stage of development of the sustainability efforts and the location in the supply chain are also factors in the choice of approach and methods to employ (Bortolotti et al, 2016).…”