Strategic manufacturing capability pursuance: a conceptual framework

Leung, Samuel; Lee, Wing Bun

doi:10.1108/14635770410532598

Cited by 27 publications

(20 citation statements)

References 20 publications

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“…Being aligned with the overarching company's PMS and objectives is important, as lean implementation is not the only objective [37]. A first notion is provided by Monden [38], who links lean assessments and strategic objectives, but remains unspecific on the required set of performance indicators for the different management levels.…”

Section: Identification Of Research Needsmentioning

confidence: 99%

Logistics performance measurement system for the automotive industry

2016

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Logistics can be seen as a key competitive factor in the automotive industry due to the rising number of model variants and options. With the increasing importance of logistics (Gunasekaran et al. in Int J Prod Econ 87(3):333-347, 2004), the evaluation of logistics effectiveness and efficiency is gaining increased attention. Logistics performance management (PM) is the key to quantifying the current state and improvement potentials within logistics. To account for the increasing importance of a supply chain, logistics PM needs to start at the supplier and reach at least until the original equipment manufacturer's (OEM) assembly line. Furthermore, logistics PM needs to be in line with the latest logistics concepts, mainly based on lean logistics. In contrast to the great importance of logistics PM, the literature analysis shows a limited availability of logistics performance measurement systems (PMS), which are actually applicable to industry within a lean logistics context. The systems in the literature are either too high level to be useful to practitioners (e.g. supply chain-orientated systems) or too narrow in focus, and therefore do not cover the supply chain and lean perspectives. In the following paper, a logistics PMS is developed which allows for assessing the effectiveness and efficiency of current logistics processes. The developed approach incorporates the latest logistics concepts in the automotive industry, integrates a process orientation with a supply chain perspective, and is defined with the specificity required to enable the implementation within a specific industry context and triggers continuous improvement. The suggested framework is evaluated in an automotive context, presenting a short case study on the implementation of the proposed framework at two sites of a German automotive OEM. Furthermore, future application potentials and development needs are summarised. The paper's contribution to the literature is in the field of logistics PM, specifically in the automotive industry. It offers a new approach, applicable to automotive logistics, which follows lean principles. For industry, this paper provides specific suggestions for a PMS, as well as performance indicators to holistically monitor the logistics chain. While being generic in terms of its definition, it can be seen as specific enough to be applicable in industry with limited adjustments. It provides practitioners with answers to the question of which performance indicators to use in today's automotive logistics chain and which indicators serve as a base for continuous improvement.

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Section: Identification Of Research Needsmentioning

confidence: 99%

Logistics performance measurement system for the automotive industry

2016

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“…Leung and Lee (2004) identify 'operation Leanness' and 'new-value creativeness' as the two principal competencies of manufacturing firms (Wan and Chen 2008).…”

Section: Creativity and Innovationmentioning

confidence: 99%

Analysis of interactions among the barriers to JIT production: interpretive structural modelling approach

Jadhav¹,

Mantha

Rane³

2014

J Ind Eng Int

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'Survival of the fittest' is the reality in modern global competition. Organizations around the globe are adopting or willing to embrace just-in-time (JIT) production to reinforce the competitiveness. Even though JIT is the most powerful inventory management methodologies it is not free from barriers. Barriers derail the implementation of JIT production system. One of the most significant tasks of top management is to identify and understand the relationship between the barriers to JIT production for alleviating its bad effects. The aims of this paper are to study the barriers hampering the implementation of successful JIT production and analysing the interactions among the barriers using interpretive structural modelling technique. Twelve barriers have been identified after reviewing literature. This paper offers a roadmap for preparing an action plan to tackle the barriers in successful implementation of JIT production.

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“…One of the important concerns in manufacturing firms is to obtain competitive advantages using appropriate manufacturing capabilities. There were little theories that could help manufacturing firms to choose the appropriate manufacturing capabilities for their situations (Leung and Lee, 2004). Therefore, using a suitable tool for recognition of appropriate manufacturing capabilities is useful.…”

Section: Introductionmentioning

confidence: 99%

Determination of manufacturing strategy using interpretive structural modeling

Abbasi¹,

Shirazi

Aryanezjad³

2012

Afr. J. Bus. Manage.

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The interpretive structural modeling (ISM) methodology was applied as a tool for determination of optimal manufacturing strategy. For this purpose, a group of experts who had agreement to each other in their objectives and decisions about manufacturing strategy determination was selected and an algorithm containing seven steps was proposed. In the first step, improvable manufacturing capabilities of company (elements) were recognized. Then we made contextual relationships between the elements using the experts' opinions. In the next step, the reachability matrix was developed and driving and dependence powers of each element were calculated. After that, the reachability matrix was partitioned into different levels. Then related digraph was drawn, the ISM-based model extracted and related cluster of each element determined by drawing driving-dependence power diagram. The required time for performing each task was estimated by experts and the alternatives of action plans for improving elements were created using proposed rule related to each cluster. Finally, the related cluster of each element and the alternatives of action plans for improving elements were explained for experts. When the experts found desirable action plan and accepted the results, the algorithm was completed; otherwise, afore steps had to be repeated. We applied the algorithm for a case study.

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Strategic manufacturing capability pursuance: a conceptual framework

Cited by 27 publications

References 20 publications

Logistics performance measurement system for the automotive industry

Logistics performance measurement system for the automotive industry

Analysis of interactions among the barriers to JIT production: interpretive structural modelling approach

Determination of manufacturing strategy using interpretive structural modeling

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