Variations on a lean theme: work restructuring in retail distribution

Abstract

This paper explores changes in work organisation in the distribution operations of large Australian retailers. While popularised by consultants as a 'lean logistics' approach, the research findings suggest increasing variation in both the technical and social organisation of work. Differences in work organisation reflect variations in management choice, as well as the negotiated nature of workplace change.

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

“…In this case, as the company in question deals with stocks to satisfy customer demand, adopting those lean manufacturing principles would force it to close down. Indeed, the main focus of this philosophy is to reduce cost by eliminating waste, which is achieved through the use of rigorous problem-solving methods and continual improvement of those efforts (Wright & Lund, 2006). This approach must be rooted in the culture of the organisation and be in line with the vision and objectives established by management and through the development of the principles of the workforce (Liker & Hoseus, 2008).…”

“…Organisational change during the implementation of lean tools in industrial environments has been reported in several studies, but very little empirical research has focused specifically on lean and improvement management practices in the service sector (Huq, 2005;Wright & Lund, 2006). However, certain studies of manufacturing firms may fail to include service organisations (Cohen & Ledford, 1994).…”

Workers in Food Distribution: Global Commodity Chains and Lean Logistics

“…All suggest that management at firm level finds 'lean' an appropriate mechanism for increasing efficiency and productivity in competitive market conditions. In examining warehouse employment, Wright and Lund (2006) and Newsome (2010) describe the adoption of LP in the newly restructured food DDs in the USA, Australia and the UK as being detrimental to workers. Thus, it is necessary to now consider the importance of LP for management in the restructuring of food DDs.…”

Making working in retailing interesting: A study of human resource management practices in Danish grocery retail chains

“…Hypermarkets ( from a 'push' to a 'pull' approach based on customer demands and requirements, developing closer relationships with suppliers, and the continuous improvement of work processes (Wright and Lund, 2006). Furthermore, proponents argue that the application of lean production entails the development of a multi-skilled, flexible and team-based workforce.…”

“…Critics have questioned this, however, arguing instead that lean production results in significant work intensification and a system of 'management by stress' (Parker and Slaughter, 1988). In the retailing context, lean thinking is encapsulated in industry terms such as efficient consumer response (Joint Industry Project on Efficient Consumer Response, 1995), lean logistics (Wright and Lund, 2006) or, simply, lean retailing (Abernathy et al, 2000;Christopherson, 2001). Lean retailing, like the lean movement in general, is based on innovations in information and communication technology.…”