Operations management – from Taylor to Toyota – and Beyond?

Voss, Christopher A.

doi:10.1111/j.1467-8551.1995.tb00135.x

Cited by 46 publications

(36 citation statements)

References 29 publications

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“…This is confirmed using a qualitative view (supported by Lyons et al's (2013) Fransoo and Rutten (1994), Rice and Norbrack (1987), Soman et al (2004), Voss (1995) • Equipment v Materials Diversity: Skretting had a significantly higher number (×10-20) of raw materials and finished goods than those businesses which had similar equipment characteristics (and displayed the lowest material diversity). This raises PPC issues in terms of flexibility and responsiveness, cost, fulfilment strategy and service level; • Equipment v Run Time: Average run time at Skretting was 10 times shorter than the lowest run time average and more than 50 times shorter than those plants with similar equipment characteristics.…”

Section: Case Study Analysis and Discussionsupporting

confidence: 80%

Completely Taktless! What Is Pull in the Context of the Process Industries?

Stevenson

Found

2015

Measuring Operations Performance

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The widespread implementation of lean in discrete manufacturing has changed the face of those businesses with mechanisms such as setup reduction, bounded WIP, takt time, level scheduling and other elements of pull production aimed at reducing variation to create flow with minimal inventory, improving lead time, cost and service. While in the process industries, much is written regarding traditional approaches to planning and production control (PPC), the lean paradigm and pull production remain largely unadopted. This paper explores the nature of process industries and inadequacy of existing taxonomies to understand the underlying complexity, which significantly impacts planning and production control. Definitions and principles of pull are considered alongside existing process sector PPC and the fundamentals of demand, capacity and variation, to demonstrate that a contingent approach, which considers the environment is required. A manufacturing case study is used to confirm the underlying complexity and explain how the inherent variation and resulting trade-offs impact the applicability of discrete pull mechanisms with potential process manufacturing pull definition and mechanisms concluded. Furthermore, a pull system implementation in the case company operation is examined and simulated concluding the fundamental importance of sequence to flow and pull in process manufacturing and its impact on capacity, utilisation, waste and service.

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Section: Case Study Analysis and Discussionsupporting

confidence: 80%

Completely Taktless! What Is Pull in the Context of the Process Industries?

Stevenson

Found

2015

Measuring Operations Performance

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“…Abrahamson, 1996). We used various sources to triangulate information (including Abrahamson, 1991;Barley and Kunda, 1992;Carson, Lanier, Carson and Guidry, 2000;Clark, 2003;Davenport and Prusak, 2003;Ettlie, 1988;Georgantzas and Shapiro, 1993;Kimberly and Evanisko, 1981;Kleiner, 1996;Kossek, 1987;Knights and McCabe, 1998;Lillrank, 1995;Nickell, Nicolitsas and Patterson, 2001;Pascale, 1990;Rigby, 2001;Staw and Epstein, 2000;Voss, 1995;Wolfe, 1995). Next we interviewed four functional experts at a leading global business school, who were asked to comment and to add further innovations.…”

Section: Methodsmentioning

confidence: 99%

The Role of External Involvement in the Creation of Management Innovations

Mol

Birkinshaw

2014

Organization Studies

113

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Abstract:There has recently been renewed scholarly interest in management innovating, the creation of new organizational practices, structures, processes and techniques. We suggest that external involvement in the process of management innovating can transpire in three different ways: direct input from external change agents; prior external experience of internal change agents; and the use of external knowledge sources by internal change agents. We ask whether the type of innovation created (radical or not; systemic or not) depends on the use of these three forms of involvement and whether the forms are substitutes or complements. We empirically investigate this through an archival study of 23 major historical innovations, using in-depth data from a large number of sources in the academic literature. We use three complementary methods of analysis: Unstructured qualitative observations, correlational analysis and crisp set qualitative comparative analysis. We find that the presence of external change agents is associated with systemic and incremental innovations; that the absence of external experience is associated with systemic and radical innovations; and that the presence of external sources of knowledge has no clear effect. Furthermore the three forms of involvement act to a large degree as substitutes. We contribute new theoretical arguments for the 1 facilitators of management innovation, demonstrate the usefulness of an open innovation lens to the study of management innovation, show that management innovating is a relatively complex form of strategic process and highlight how the creation of management innovations is similar to and different from the genesis of other types of innovation. 2 An important domain in organization studies concerns innovation in the nature of the practices used to manage organizations. This has often been framed as management innovation and is a topic that has long attracted scholarly and practical attention (Abrahamson, 1991;Damanpour and Evan, 1984;Kaplan, 1998;Stata, 1989;Volberda, Van Den Bosch and Heij, 2013). In a broad sense the study of management innovation allows scholars to map progress (or its absence) in how organizations are managed, and to track efforts by organizations to improve their effectiveness over time. Recently, there has been a resurgence in work in this area (Damanpour, Walker and Avellaneda, 2009; Foss, Pedersen, Pyndt, and Schulz, 2012;Vaccaro, Jansen, Van Den Bosch and Volberda, 2012), probably best exemplified through the work of Birkinshaw, Hamel, and Mol (2008) who developed new insights into the process of management innovation, arguing that it is driven by the work of internal and external change agents who grapple with specific organizational and environmental contexts. For the purposes of this paper, we follow the definition of management innovation suggested by Birkinshaw et al (2008: 825): "the invention and implementation of a management practice, process, structure or technique that is new to the state of the art and is intended to furthe...

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“…We often hear calls for research to affect practice (Voss, 1995;Hayes, 2000;Slack et al, 2004). Business research and the teaching of quality by educators has failed to meet its potential to positively affect practice along the ethical dimension of deceit and has thus limited the ability of individuals, organisations, and societies to create greater value for customers and compete more effectively.…”

Section: Discussionmentioning

confidence: 99%

Expanding the quality paradigm for contemporary realignment: an ethics perspective

Babbar

Koufteros

Jayaram

2012

IJSOM

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Despite considerable change in the context and environment in which business transactions are conducted today, prevailing views on quality have remained relatively static. This paper provides a new perspective on quality and serves as a call for the expansion of the quality paradigm in business research, teaching, and practice so as to better align it with the environment of today. It expands the conceptualisation of quality in the context of provider-customer transactions along supply chains and presents unethical conduct as a fundamentally critical aspect of quality and customer satisfaction. Specifically, it examines the effects of unethical conduct on the quality of customer experience, creation of value, and competitiveness. It develops a framework for assessing the detrimental impact of deceitful business conduct by providers and accordingly formulates summative propositions. New and useful managerial insights are offered on how the challenges posed by unethical conduct can be effectively met. A scale for measuring deceitful practices is developed with the suggestion that it be used in association with a deceit index to determine the quality of a customer's total experience. Future research directions are also identified. S. Babbar et al.Reference to this paper should be made as follows: Babbar, S., Koufteros, X. and Jayaram, J. (2012) 'Expanding the quality paradigm for contemporary realignment: an ethics perspective', Int.

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Operations management – from Taylor to Toyota – and Beyond?

Cited by 46 publications

References 29 publications

Completely Taktless! What Is Pull in the Context of the Process Industries?

Completely Taktless! What Is Pull in the Context of the Process Industries?

The Role of External Involvement in the Creation of Management Innovations

Expanding the quality paradigm for contemporary realignment: an ethics perspective

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