Decision support tool for lean product and process development

Pullan, Thankachan T.; Bhasi, M.; Madhu, G.

doi:10.1080/09537287.2011.633374

Cited by 38 publications

(26 citation statements)

References 22 publications

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“…) and in particular processes such as PD, in order to develop a decision support tool for lean product and process development (Pullan et al . ), or supply management (Liu et al . ).…”

Section: Literature Analysismentioning

confidence: 99%

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

Danese

Manfè

Romano

2017

Int J Management Reviews

257

214

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Lean management (LM) has attracted the interest of scientists and practitioners since 1990, when Womack et al. (Womack, J.P., Jones, D.T. and Roos, D. (1990). The Machine that Changed the World. New York, NY: Rawson Associates) popularized the Japanese manufacturing approach aimed at eliminating waste to improve operational performance and customer satisfaction. Over the years, the lean concept has evolved becoming a managerial paradigm applicable to different sectors and processes with impressive results. This heterogeneity of implementations and settings makes the recent LM literature diverse and fragmented, and an extensive analysis of the latest contributions on this field is lacking. To address this gap, the authors propose a systematic literature review (SLR) of 240 articles published in 25 peer-reviewed academic journals from January 2003 to December 2015. The purpose is to analyse the recent trends in this area and to provide a framework that organizes lean researched issues into mature, intermediate and nascent, based on their position in the research life cycle. Starting from the gaps that the SLR highlights, the authors suggest conducting lean research in the following directions: (a) grounding lean studies on existing managerial theories; (b) addressing service settings such as banking/finance, public sector and education; (c) exploring the role of national culture through cross-country comparisons; (d) defining and conceptualizing 'lean-x' processes; (e) understanding the relationships between lean and safety/environmental issues, and (f) unveiling the effects on social outcomes. Finally, the proposed framework helps scholars find issues not sufficiently explored that require theory-building research (to move from nascent to intermediate) or theory-testing research (to move from intermediate to mature).

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“…) and in particular processes such as PD, in order to develop a decision support tool for lean product and process development (Pullan et al . ), or supply management (Liu et al . ).…”

Section: Literature Analysismentioning

confidence: 99%

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

Danese

Manfè

Romano

2017

Int J Management Reviews

257

214

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“…Lean tools seem more suitable for high volume sales with predictable demand patterns and supply certainty (Pullan et al, 2013). Without strong supply chain governance, there is a lack of leadership in initiating and implementing the necessary changes across the supply chain.…”

Section: Lean Action Plan Customizationmentioning

confidence: 99%

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

Vlachos

2015

Production Planning & Control

105

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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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“…The term “Lean” first appeared in the manufacturing industry as a response to continuous improvement and efficiency maximization. “Lean manufacturing” is “an operational strategy oriented toward achieving the shortest possible cycle time by eliminating waste” (Pullan et al, , p. 450). As an organizational process, Lean Product Development (LPD) develops a product with limited cost and time (Alvarez, ) to maximize the value added to the different stakeholders (Tortorella et al, ), while minimizing the costs of product development.…”

Section: Review Of the Four Problem‐solving Frameworkmentioning

confidence: 99%

Frameworks for innovation, collaboration, and change: Value creation wheel, design thinking, creative problem‐solving, and lean

et al. 2020

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The value creation wheel (VCW) is the decision‐making meta‐framework recommended to address innovation, collaboration, and change challenges in formal relationships. The VCW can integrate, complement, or be joined with other frameworks, tools, and theories to address the challenges of formal relationships. The VCW's ability to incorporate intra‐ and interorganizational insights emerging from internal and external stakeholders is especially useful in solving the challenges of collaborative arrangements. VCW solutions are often more realistic than Design Thinking, Creative Problem‐Solving, and Lean because they accommodate the views of various stakeholders about ideas and filters, and because key decision makers must be involved in the main stages of the decision‐making process.

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Decision support tool for lean product and process development

Cited by 38 publications

References 22 publications

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

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

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

Frameworks for innovation, collaboration, and change: Value creation wheel, design thinking, creative problem‐solving, and lean

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