Radio Frequency Identification (RFID) is an automatic identifi cation technology, relying on storing and remotely retrieving data using devices called RFID tags. This technology is being used in enterprise supply chain management-related applications to improve the efficiency of inventory tracking and management. However, this technology has not been able to realize its promised potential because of several factors, such as lack of congruous worldwide standards, privacy issues and less than perfect read rates in supply chain applications. This research aimed to evaluate the readability issues commonly faced by tagged cases of palletized consumer products. The variables studied in this research were productpackage type, tag type, tag location on cases, pallet pattern and forklift speed through a RFID portal representative of a dock door in a warehouse. To determine which variables were the most significant, a binary logistic regression was run. The number of tags read was inputted for the number of events and total number of products per pallet as the number of trials. The variables product content, pallet pattern, and speed, and all interactions were then included in the model. It was observed that readability greatly varies for different product-package systems, with paper towels producing near-perfect reads, followed by bottled water and carbonated soda cans. The slower the forklift truck speed, the better the readability across the board, and the best pallet patterns were dependent on the product-package type. For bottled water, the best pallet pattern was column, and for carbonated soda, the interlocking pattern.

Purpose – The purpose of this paper is to develop insights about the psychological factors that contribute to lean’s success as a holistic and adaptive system. Design/methodology/approach – The authors use the best-selling book “Thinking, Fast and Slow” (TFAS) (2011) by Nobel-prize winner Daniel Kahneman to provide a familiar lens for readers who might not otherwise be familiar with the psychology theories that are used in this paper to study lean conceptually. With this approach, the paper sheds light on psychological factors that tie together many of the philosophies, principles and practices of lean. Findings – The paper shows how lean’s philosophies, principles and practices provide a synergistic and self-reinforcing system that drives employee thinking and actions. TFAS characterizes thought processes as “fast System 1 thinking” that relies on intuition and “slow System 2 thinking” that is more rational and logical. Lean psychology eliminates waste and adds customer value by supporting, enhancing and taking advantage of beneficial fast thinking and motivating and imposing appropriate slow thinking. Originality/value – The authors develop the concept of lean psychology to describe the relationship between psychology theories and lean. By applying lean psychology, organizations can go beyond superficially adopting a checklist of tools and techniques to more fully take advantage of lean and improve their operations performance.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study aims to address an important gap between the normative view of an integrated performance measurement system (PMS) design that assumes a clean slate and the organizational realities of a PMS design as an ongoing analysis, coordination and improvement process. Design/methodology/approach -The authors present a framework for evaluating the effectiveness of a PMS based on three criteria -i.e. causality, continuous improvement and process control -and use a case study to illustrate the application of the methodology and the interpretation of results for PMS design. Findings -The determination of "driver measures" in an integrated PMS involves a complex process that requires a number of considerations not adequately addressed in prior research. Research limitations/implications -This study involves only a single case study and the model presented involves only a two-tier analysis. Practical implications -The framework provides a simple methodology that organizations can easily adopt to analyze individual and group performance measures and relate them to the strategic performance measures of the company. Originality/value -The study follows an emerging line of research that addresses the design of an integrated PMS as an ongoing improvement process.

Value‐based management theories have fallen short in practice, especially when it comes to investor strategy.

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