Determining factors driving sustainable performance through the application of lean management practices in horticultural primary production

Abstract

This study investigates the determining factors that drive sustainable performance through the application of management lean methods in the primary production segment of the horticultural supply chain for apples and pears. The determining factors, identified through a systematic review of the available literature, are thematically synthesized, conceptually framed and utilized for the development of a case study. The single case study approach is utilized to develop a detailed and nuanced understanding of the context, evaluating the practices of 4 cooperative primary producers operating within a forward integrated supply chain. The study posits that the combination of climatic and biophysical dynamism inherent in the primary producer environment, in combination with the inflexibility of seasonal batch production, imposes itself as a key barrier to the imposition of pull and flow in the chain, the fundamental tenets of a lean system. A case is outlined where cold infrastructure is employed to break the inflexibility of supply whilst a process of forward contracting establishes fruit orders up to 1-year in advance, beyond the forthcoming annual cycle, functionally transforming fruit cultivation within the group from a "push" to a "pull" system of production. It is further highlighted that functional partitioning of the organizational-chain structure is necessary to isolate and mitigate the effects of contextual dynamism, whereby downstream chain structures purposed for agility and responsiveness serve as a protective buffer to lean focused grower operations. The findings reaffirm the positive relationship between the size of the grower operation, the capacitation of the workforce and the ability of the operation to attain superior lean driven performance outcomes. However, it is severally highlighted that horizontal cooperation between primary producers may help overcome the resource limitations of smaller growers. Data based decision controls are marked as being centrally important sustainable performance determinant, both at the level of the grower, in terms of orchard management and harvest process control, as well as at the level of the cooperative serving the needs of crop programming and practice benchmarking processes. This exposition of determining factors driving lean sustainable performance in horticultural primary production represents a new contribution to the body of literature linking lean and sustainable organizational performance. The study should support further development of lean management research and practiced lean methods within the agri-food context.

Mediating Role of Green Supply Chain Management Between Lean Manufacturing Practices and Sustainable Performance

“…This can have a better effect on the work pressure. The main focus is to reduce waste by adequately implementing the product design practices (Pearce et al, 2018 ). Organizations that want better performance and wanted to minimize waste must implement the product design practices.…”

“…Iranmanesh et al ( 2019 ) showed the lean scheme's effect on all the phases of a product's life series. By raising the ecological efficiency and decreasing the environmental insecurity, issues, and impact, lean scheme on the performance of GSCM has risen to the surface as a new and prominent prototype for projects to achieve the objectives of profitable yields and market share (Pearce et al, 2018 ).…”

Smart Farming Introduction in Wine Farms: A Systematic Review and a New Proposal

“…However, this should go hand in hand with changes in legislation and regulations, as well as needs from the diverse stakeholders to develop greater environmental and social responsibility [79]. Farmers need to raise awareness of the environmental and social impact of their operations and to become more responsible for managing their businesses [80]. The integration between the lean philosophy and environmental sustainable production has been extensively documented [81][82][83][84].…”

“…Skilled personnel are strategic for the viticulture sector, where productions are generally extensive and decentralized. Nevertheless, as posited by Pearce, the diffusion of knowledge and introduction of innovations also require the assistance of internal or external experts to the farm [80]. The same approach should be followed in driving innovation and lean sustainability in grower operations.…”

A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries

“…In addition to that, authors such as Khaba and Bhar (2018), Shamah (2013) and Wong and Wong (2011) averred that some employees fear losing their jobs due to retrenchment when non-value-added activities become visible. Organizations in developing countries also lack organizational and governmental support (Sangwan et al, 2014;Shamah, 2013;Wong and Wong, 2011;Pearce et al, 2018;Coetzee et al, ;Thanki and Thakkar, 2018;Singh et al, 2019); therefore, they consider the implementation of LM as expensive thus have not ventured to apply it. Marodin et al (2017) stated that LM studies in developing countries are still lower in quantity than in developed countries.…”