The application of Quick Response Manufacturing practices in Brazil, Europe, and the USA: An exploratory study

Filho, Moacir Godinho; Marchesini, Antonio Gilberto; Riezebos, Jan; Vandaele, Nico; Ganga, Gilberto Miller Devós

doi:10.1016/j.ijpe.2017.08.006

Cited by 14 publications

(6 citation statements)

References 46 publications

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“…To compare the average use of each of the 45 operational elements comprising the ten lean practices, the Friedman test was used, according to Godinho Filho et al (2017). The results are given in Table III.…”

Section: Resultsmentioning

confidence: 99%

Lean manufacturing implementation in regions with scarce resources

Negrão

Filho

Ganga

et al. 2019

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Purpose The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices. Design/methodology/approach A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil. Findings The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture. Originality/value There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.

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Section: Resultsmentioning

confidence: 99%

Lean manufacturing implementation in regions with scarce resources

Negrão

Filho

Ganga

et al. 2019

Self Cite

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“…: acuity, flexibility, intelligence and cleverness are exemplified by the attributes that result from implementing the four basic QRM concepts. On the basis of the research by Godinho Filho, Marchesini et al (2016;2017), the list of attributes was determined (often these are new skills) that are a result of QRM implementation. For the purposes of the research, two lists were drawn up:…”

Section: Methodsmentioning

confidence: 99%

Managerial Effectiveness in the Implementation of Quick Response Manufacturing (QRM) to Increase Business Agility

Stronczek¹

2021

ERSJ

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Purpose:The competitive and variable business environment forces organizations not only to flexibly adapt to changes, but also to predict them. A desirable capability of an organization is agility, understood as the ease and speed with which companies can reconfigure, redesign and adapt their processes in order to respond to the needs, threats and opportunities. QRM is a management concept that focuses on time as the key factor in competitive manufacturing. The objective of this article is to analyze the effect of QRM implementation on key business agility characteristics. Design/Methodology/Approach: The research methods used to accomplish this goal are literature studies and questionnaire surveys using the agility attributes matrix. Based on literature studies as well as the conducted interviews, a model of the effect of QRM implementation has been developed. Findings: The results obtained show that QRM implementation definitely has an impact on all areas of the company's agility. Practical Implications: The article brings several valuable pieces of information and provides practical tips. The results may be taken advantage of by entrepreneurs. They constitute indications for selecting competition instruments during the crises. Originality/Value: The previous studies on Quick Response Manufacturing (QRM) were conducted in various dimensions, while there is no research linking this method to business agility. It is the first such research.

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“…Lean Construction 1 (Dallasega, 2018) 4 (Bataglin et al, 2020;Braglia et al, 2020;Dallasega et al, 2018;Meng, 2019;Tezel et al, 2018) 5 Agility/ Flexibility in ETO 2 (Gosling et al, 2013;Zennaro et al, 2019) 1 (Godinho Filho et al, 2017) 3…”

Section: Theme Stream 1: Supply Chain Structures Stream 2: Eto Strate...mentioning

confidence: 99%

“…Crossing over with the other literature streams, there is also a live debate about which strategy is best in different situations (Cannas et al, 2019;Cannas et al, 2020a;Gosling et al, 2017Gosling et al, , 2015bJohnsson, 2013;Schoenwitz et al, 2017Schoenwitz et al, , 2012Semini et al, 2014;Willner et al, 2016b), underling the need to understand also what lean or agile practice is suitable according to the potential different order fulfilment strategies employed by the ETO companies. Also, only three papers explored the flexibility and agility of ETO situations (Godinho Filho et al, 2017;Gosling et al, 2013b;Zennaro et al, 2019), only one focusing on the agile practices. Godinho Filho et al (2017), in fact, empirically investigated the application of Quick Response Manufacturing (QRM) practices in make-to-order and ETO situations and underlined that the use of lean favours the adoption of QRM.…”

Section: Theme Stream 1: Supply Chain Structures Stream 2: Eto Strate...mentioning

confidence: 99%

“…Also, only three papers explored the flexibility and agility of ETO situations (Godinho Filho et al, 2017;Gosling et al, 2013b;Zennaro et al, 2019), only one focusing on the agile practices. Godinho Filho et al (2017), in fact, empirically investigated the application of Quick Response Manufacturing (QRM) practices in make-to-order and ETO situations and underlined that the use of lean favours the adoption of QRM.…”

Section: Theme Stream 1: Supply Chain Structures Stream 2: Eto Strate...mentioning

confidence: 99%

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