Impact of lean practices on performance measures in context to Indian machine tool industry

Abstract

Purpose – The purpose of this paper is to investigate the impact of lean production practices on performance measures in machine tool industry and determines the lean criteria that can have significant positive impact on performance. Design/methodology/approach – The research paper presents a blend of theoretical framework and practical applications. Extant literature was reviewed and to achieve the research objectives, an exploratory survey was carried out in machine tool supply chains located in the national capital region of India. Reliability test, factor analysis and stepwise multiple regression analysis bring out several lean criteria that can affect key performance measures. Findings – It was found that two lean criteria, namely, strategic partnership with suppliers and cross-functional cross-organizational design and development teams significantly influenced most of the key performance measures. Some lean criteria were found to negatively affect the overall competitive potential of machine tool firms. Originality/value – The findings can encourage the management of non-adopter firms to adopt lean thinking and to select the lean production criteria that can be implemented to have significant positive impact on key performance indicators in machine tool value chains. This study is perhaps among the first few that focus on machine tool industry in India. The paper provides useful insights to the lean production implementers, consultants and researchers.

Impact of Lean, Agile and Green (LAG) on business competitiveness: An empirical study of fast moving consumer goods businesses

“…Time-based competition, lot sizing (production in small/large batches), continuous flow production and bottleneck removal are lean practices identified by de Treville et al (2004) to contribute positively in the reduction of lead times. Sharma et al (2015) performed multiple regression analysis to evaluate the impact of several lean manufacturing practices on lead time (The manufacturing practices being the independent variables). In their research, pull system was discovered to be a positive predictor (Nakamura et al, 1998;Sharma et al, 2015;Singh et al, 2013) while set up time reduction was observed to be a substantial positive predictor for lead time reduction meaning that a reduction in set up time leads to a significant reduction in lead time, hence improving the lead time performance.…”

تأثیر ممارسة سلسة الإمداد الرشیق على أداء سلسة الإمداد فی قطاع التصنیع بمصر

“…There are many researchers have discussed the relationship between lean practice and performance (e.g. operational performance and organizational performance, economic performance), these studies tested different lean practices influences on different performance dimensions, as there are an impact of lean practices on cost performance and non-cost performance (Chavez et al, 2013;Chavez et al, 2015;Taj & Morosan, 2011;Rahman et al, 2010;Harris & Cassidy, 2014;Koumanakos, 2008;Balakrishnan et al, 1996;Filho et al, 2016;Sharma et al, 2015;Shah & Ganji, 2017). In the transition to LSC performance, there are many authors discussed the impact of LSC practices on SC performance (Arif-Uz-Zaman & Ahsan, 2014; Tortorella et al, 2017;Nimeh et al, 2018;Abdallah et al, 2014).…”

“…performance measures were selected to evaluate SC performance based on the fact that these measures are the most common measures used in the majority of researches and recent in dates e.g. (Chavez et al, 2013;Taj & Morosan, 2011;Nawanir et al, 2016;Arif-Uz-Zaman & Ahsan, 2014;Ruiz-Benítez et al, 2018;Filho et al, 2016;Sharma et al, 2015;Shah & Ganji, 2017;Prajogo et al, 2016;Khanchanapong et al, 2014;Azfar et al, 2014;Dora et al, 2016;Kumar et al, 2015;Afonso & Cabrita, 2015;Droge et al, 2004, Jacobs et al, 2007Machuca et al, 2011;Rosenzweig et al, 2003;Folinas et al, 2014 ;Sangwa & Sangwan, 2018;Arif-Uz-Zaman & Ahsan, 2014;Behrouzi &Wong, 2011;Chavez et al, 2015). From which, the measures were classified into four different performance attributes (cost, time, quality, flexibility), those attributes are highly common in these researches that have discussed lean practice and performance topics.…”

Lean supply chain management: uma revisão sistemática da literatura das principais práticas, barreiras e fatores contextuais inerentes à sua implementação

“…De fato, Taylor (2006) tangencia a incorporação dessa prática no contexto de implementação de LSCM. Contudo, somente em Sharma et al (2015) e Jasti e Kodali (2015) que esta foi explicitamente incluída no conjunto de práticas de LSCM. Assim, a partir da maior compreensão e expansão do pensamento enxuto para as cadeias de suprimentos, o qual proporcionou um enfoque muito mais abrangente quanto a implementação do LSCM, a P18 ganhou considerável atenção e começou a ser tratada como uma prática de LSCM.…”

“…Tabela 2 -Práticas de LSCM e sua frequência de citação na literatura (Parte I) Autores (1) Hartono et al, 2015;(44) Jasti e Kodali, 2015b;(45) Olesen et al, 2015;(46) Sharma et al, 2015;(47) Vlachos, 2015;(48) Adebanjo et al, 2016;(49) Jajja et al, 2016;(50) Dora et al, 2016;(51) Soni e Kodali, 2016;(52) Marodin et al, 2016;(53) Carvalho et al, 2017b;(54) Duarte e Machado, 2017;(55) Bevilacqua et al, 2017.…”