Firm risk and self-reference on past performance as main drivers of lean production implementation

Uhrin, Ákos; Fuentes, José Moyano; Cámara, Sebastián Bruque

doi:10.1108/jmtm-02-2019-0074

Cited by 12 publications

(13 citation statements)

References 75 publications

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“…The last myth comprises lean impact on business' long-term sustainability. LP is argued to address both sources of internal variability and the sources of volatility derived from the uncertainty of the environment; thus, lean companies may thrive and sustain their businesses in the long run (Uhrin et al, 2020). To refer to this, the following myth is stated:…”

Section: Resultsmentioning

confidence: 99%

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Lean production myths: an exploratory study

Saurin

Tortorella

Soliman

et al. 2020

JMTM

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PurposeThis paper presents an exploratory investigation of myths on lean production (LP), by identifying, dispelling and assessing their pervasiveness.Design/methodology/approachA list of myths was proposed mostly based on seminal LP texts and our rich experience from researching, teaching and consulting in lean journeys. Complexity thinking was adopted as a lens for dispelling the myths, as it challenged generalizations implied in myths. An investigation of the pervasiveness of the myths was also conducted, based on a survey with 120 academics and practitioners.FindingsTen myths were identified and dispelled. Survey's results indicated that belief in lean myths was more common among less experienced practitioners (<10 years), while experience was not a relevant factor for academics.Research limitations/implicationsThe lean myths partly reflect the experience of the authors. Furthermore, a larger sample size is necessary for a full analysis of pervasiveness.Practical implicationsThe lean myths might be underlying barriers to LP implementation (e.g. lack of knowledge of managers and workers), and they might be proactively accounted for in lean training and education programs.Originality/valueThis is the first work to explicitly frame a set of lean myths.

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Section: Resultsmentioning

confidence: 99%

“…A possible by-product of these studies might be a deeper knowledge of the adaptive strategies devised by lean companies as well as the contextual conditions under which they work. This type of study is necessary as LP should go hand-in-hand with resilient practices that protect against severe disruptions (Uhrin et al, 2020).…”

Section: Resultsmentioning

confidence: 99%

Lean production myths: an exploratory study

Saurin

Tortorella

Soliman

et al. 2020

JMTM

View full text Add to dashboard Cite

show abstract

“…The results obtained in the research [25] show support for the influence of firm risk and past operational performance variability in terms of the undertaking of decisions that favour further progress in lean production implementation. The impact of the external and internal environment influences a company's commitment to increasing its level of lean production implementation and fosters managers' strategic decision making.…”

Section: Literature Reviewmentioning

confidence: 57%

Decision-Making Techniques of the Consumer Behaviour Optimisation of the Product Own Price

2022

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Giving an offer to a consumer and knowing the average cost of the product (ACP) for the product along the entire production process, depending on the size of the order, can be a very important indicator which also has an impact on the lean production process. This paper presents a mathematical model to analyze the impact of customer changes (changes in the product type, quantity and/or quality) on the lean production process, and thus on the average production price (ACP). Any change in the process could mean a deviation from the lean process, which means an increase of the ACP for the company, which is the main goal of Industry 4.0. The measurements can be performed on all of the operations of the production process in a company, or only the most critical operations in terms of waste can be selected. The model was tested on an example of a product from a Slovenian company. The average cost of the product in the selected work operation turned out to be 71% higher than the optimal case due to an excessive stock of semi-finished products. Excessive stock can lead to a situation in which the product’s own price even exceeds the selling price of the product, which of course leads to the loss of the company.

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Section: Introductionmentioning

confidence: 99%

“…Regarding the internal operations of companies, Rosso and Saurin (2018) argue that the resilience perspective complements lean thinking by shedding light on interactions between value streams that are apparently independent on each other. In the same vein, Uhrin et al (2020) concluded that LP should be implemented hand-in-hand with resilience practices as these were necessary for coping with uncertainty. Similar to these studies, this paper relies on a systems-oriented perspective of resilience, which is defined as the system ability of adjusting its functioning prior to, during or following changes and disturbances, so that it can preserve critical functions under both expected and unexpected conditions (Hollnagel, 2013).…”

Section: Introductionmentioning

confidence: 99%

The nature and role of informal resilience practices in the performance of lean production systems

Gayer

Saurin

Anzanello

2022

JMTM

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PurposeResilience in lean production systems (LPSs) relies on both formal and informal practices. Considering that these latter are relatively less explored, this paper describes the nature and role of informal resilience practices in the performance of LPSs.Design/methodology/approachA survey was devised to assess the use of 12 informal practices related to resilience. The survey was answered by 206 respondents from high and low lean adopters in Brazil, focusing on their internal operations. Multiple linear regression analysis was used to assess the impact of those practices on operational performance. Six respondents were approached on follow-up interviews, offering examples of informal resilience in LPSs.FindingsBoth high and low lean adopters used informal resilience practices to a similar extent, and they were not detrimental to high lean adopters. These practices had no moderating effect on the relationship between the level of leanness and the operational performance of high lean adopters.Research limitations/implicationsThis study did not capture how the contribution of informal resilience practices changed over time within the same company.Practical implicationsAs the informal resilience practices are not necessarily consonant with lean principles, their use and rationale should be made explicit to workers and managers in LPSs. Moreover, lean assessments might be more credible if paying heed to the informal ways of implementing lean practices.Originality/valueThis is the first study that investigates the role of informal resilience practices in LPSs.

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Firm risk and self-reference on past performance as main drivers of lean production implementation

Cited by 12 publications

References 75 publications

Lean production myths: an exploratory study

Lean production myths: an exploratory study

Decision-Making Techniques of the Consumer Behaviour Optimisation of the Product Own Price

The nature and role of informal resilience practices in the performance of lean production systems

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